საერთაშორისო ბიზნესის სოციოკულტურული გარემო

ivane javaxiSvilis saxelobis

Tbilisis saxelmwifo universiteti

ekonomikisa da biznesis fakulteti

(konferenciis organizatori)

IV. JAVAKHISHVILI TBILISI STATE UNIVERSITY Faculty of Economics and Business

(Conference organizer)

grigol robaqiZis saxelobis

universiteti

biznesis saerTaSoriso skola

(konferenciis organizatori)

GRIGOL ROBAKIDZE UNIVERSITY International School of Business

(Conference organizer)

kavkasiis Sveicariuli akademiuri qseli

(konferenciis mxardamWeri)

Academic Swiss Caucasus Net (Conference supporter)

saerTaSoriso

biznesis sociokulturuli garemo

THE SOCIO CULTURAL ENVIRONMENT OF INTERNATIONAL BUSINESS

saerTaSoriso samecniero konferenciis masalebi

28 Tebervali, 2011 weli

Proceedings of the International Scientific Conference February 28, 2011

Tbilisi /Tbilisi

2011

2

saerTaSoriso biznesis sociokulturuli garemo.

saerTaSoriso samecniero konferenciis masalebi.

Tbilisi, 28 Tebervali, 2011 weli

wignSi Tavmoyrilia 2011 wlis 28 Tebervals iv. javaxiSvi-

lis saxelobis Tbilisis saxelmwifo universitetSi Catrebuli

saerTaSoriso samecniero konferenciis masalebi. naSromebSi

mocemulia qarTveli da ucxoeli mecnierebis kvlevis Sedegebi,

romlebSic asaxulia saerTaSoriso biznesis sociokulturuli

garemos farTo speqtri da sakiTxis interdisciplinaruli ga-

azrebis saSualebas iZleva. moxsenebebi warmoadgenilia ekono-

mikis, filosofiis, fsiqologiis, menejmentis mkvlevarTa mier.

krebuli sasargeblo iqneba biznesis da kulturis urTierTkav-

SiriT dainteresebuli yvela adamianisTvis.

moxsenebis Sinaarsze pasuxismgebelia avtori.

konferenciis saorganizacio komiteti: ead nino papaCaSvi-

li, ead SoTa SaburiSvili, ead lela jamagiZe, ead daviT sixa-

ruliZe, ead murTaz kvirkvaia, ead vasil kikutaZe, ek. doqtoran-

ti sofo siWinava, soc. mecn. magistri nana maisuraZe.

saredaqcio kolegia: ead nino papaCaSvili, ead SoTa Sabu-

riSvili, ead lela jamagiZe, ek. doqtoranti sofo siWinava.

The proceedings contain the materials presented at the international scientific conference held on February, 28, 2011 at Iv. Javakhishvili Tbilisi State University, supported by the Academic Swiss Caucasus Net. The works give the research outcomes of Georgian and foreign scholars, covering a broad range of issues of the socio-cultural environment of international business and provide interdisciplinary insight into the topic. The papers are presented by economics, philosophy, psychology and management researchers. The proceedings will be useful for people interested in the relationships between the culture and the business.

Authors are responsible for the contents of the papers.

Conference organizing committee: Prof. Nino Papachashvilil, Prof. Shota Shaburishvili, Prof. Lela Jamagidze, Prof. David Sikharulidze, Prof. Murtaz Kvirkvaia, Prof. Vasil Kikutadze, Doctoral student Sophio Sichinava, Msc Nana Maisuradze.

Editorial board: Prof. Nino Papachashvili, Prof. Shota Shaburishvili, Prof. Lela Jamagidze, Doctoral student Sophio Sichinava.

ISBN 978-9941-17-226-7

3

irma bagrationi

filosofiis doqtori, asistent-profesori

sociokulturuli garemos organotropuli

Taviseburebani konstantine kapanelis filosofiaSi

saqarTvelo, baTumi, SoTa rusTavelis saxelmwifo

universiteti

rogorc Cveni gamokvlevebi cxadyofs, kulturis Se-

saxeb refleqsia Tanamedrove qarTveli filosofosis

konstantine kapanelis (1889-1952) naazrevSi ganxorciele-

bulia sociologiuri aspeqtebiT. es niSnavs, rom masSi

ganxilulia kulturis sociologiis problematika sazo-

gadoebaSi kulturul RirebulebaTa funqcionirebis zo-

gadi kanonzomierebebis, kulturis ganviTarebis tendenci-

ebze socialur-ekonomikuri faqtorebis zemoqmedebis da,

saerTod, kulturisa da sazogadoebis urTierTgavlenis

sakiTxTa saxiT. aqve unda gaviTvaliswinoT isic, rom ro-

gorc sociumis, ise kulturis (iseve rogorc sinamdvilis

nebismieri movlenis) fenomeni kapanelTan gamokvleulia

misi originaluri filosofiuri koncefciis _ organot-

ropizmis msoflmxedvelobis fonze.

kapanelisTvis kultura mTeli Tavisi mravalferovne-

biT im socializebuli garemos Sesaferis elfers ata-

rebs, romelSic aRmocendeba da viTardeba. misi azriT,

,,yoveli xalxis ekonomikuri cxovreba da kultura iSle-

bian da izrdebian socialuri mdgomareobis mixedviT [...]

gaadgilebulia ara marto fizikuri yofa, aramed yofa

sulieric [...] socialuri mdgomareoba erTgvari TerZia

sulierobisa da misi filosofiuri iluziebis, mecniere-

bisa da xelovnebis; igi mokarnaxea idealebisa da zraxve-

bis, kanonmdebelia moralisa da gemovnebis; igi amoZra-

vebs wuTisoflad Cvens survilebs...~ [1, 299]

organotropizmis TvalTaxedviT, yoveli kultura sa-

kuTari stilis da sulieri samyaros mqonea da organo-

4

tropul mimarTebaSia mis irgvliv arsebul garemosTan.

Tavis naSromSi _ `socialuri esTetikis safuZvlebi. or-

ganotropizmi~ (1925) kapaneli aRniSnavs, rom `samyaros

wyoba erTeulebis qaosia, udidesi kultura mxolod

tropuli gancdis daTanawyobebaa: suli Cveni ixedeba wu-

Tisoflad socialur-tropuli interesebisa da saWiroe-

bis TvalebiT. sistemebi da principebi, kanonebi da idea-

lebi gansxeulebulia tropul-kuTxuri iluziebiT. ra

aris nicSes zekaci, Tu ara germaneli aristokratis pa-

Tosi? ra aqvs saerTo zaratustras indoelTan? gana Zve-

li egvipteli RvTiuri sixaruliT ar ivseboda, rodesac

loculobda nilosis winaSe? gana aq socialur-terito-

riuli interesi ar qmnis ideas RvTaebriobisas?~ [1, 225]

rogorc Cans, kapanels surs daasabuTos Spenglerise-

uli koncefciis marTebuloba kuTxuri, nacionaluri

kulturis ritmisa da tipis Sesaxeb. amis nimuSia Semdegi

paralelic: ,,msoflio kulturis istoriaSi me vxedav or-

ganuli formebis dausrulebel aRmocenebas da cvaleba-

dobas, saswaulebrivi myarobadobis da sikvdilis su-

raTs” [5, 129] _ wers osvald Spengleri; ,,msoflio kul-

turis TandaTanobiT gaSlaSi ar aris mTliani dena, sxva-

dasxva kuTxidan sxvadasxva saxeebi da sulebi moCanan:

arian epizodebi, personebi, kerZoobani, fragmentebi, indi-

vidualuri da socialuri Taviseburebani, romelnic rig-

rigobiT iZirebian maradiulobis xaxaSi” [1, 228] _ aRniS-

navs kapaneli.

niSandoblivia, rom kapanelisTvis msoflgagebis ase-

Ti tropuli forma socialuri kulturis erTaderTi ma-

moZravebeli ideaa, ramdenadac, misi azriT, `Cveni kultu-

risa da civilizaciisgan darCeba mxolod miTebi da le-

gendebi: afrikis udabnoSi Savad awveradebuli piramide-

bi, kelnisa da parizis goTuri stilis taZrebi, didi qa-

laqebis manqanaTa gragani da Rvedebis Tqriali, uzarma-

zari socialuri areebi istoriuli peripetiebiT dascini-

an Cvens kategoriebsa da principebs da gvimtkiceben, rom

5

Cveni morali da Cveni msoflgageba yalbia gareSe mdgoma-

reobisa...~ [1, 230-231]. rogorc vxedavT, kapanelTan kultu-

ra, rogorc aseTi, arsobrivad verasdros ver iSorebs

Tavidan epoqaluri droisa da istoriuli garemos gavle-

nas, ver scildeba socialuri mdgomareobisa da sazoga-

doebrivi viTarebis farglebs. amitomac igi mxolod or-

ganotropuli relativizmis safuZvelze iRebs srulyofi-

lad realizebul saxes. amasTan, yoveli srulyofa kul-

turaSi, kapanelis mixedviT, es aris sociogenuri tran-

sformaciis nacionalur-simboluri gamovlena. amis nimu-

Sebad avtoris mier dasaxelebuli `romaelis toga da ev-

ropelis serTuki, antikuri cirki da inglisuri safex-

burTo moedani, mikenis kultura da goTuri stili...~ [1,

226] misi azriT, arsobrivad `gamarTlebulia istoriul-

socialuri peripetiebiT, politikur-ekonomikuri intere-

sebiT da civilizaciuri nevroziT~ [1, 227].

aRniSnulTan dakavSirebiT, paralelebi gvinda gavav-

loT amerikuli sociologiis tolkot parsonsis (1902-

1979) kulturis TeoriasTan. parsonsis azriT, yvela kul-

tura sazogadoebrivi garemos pirobebSi, TviTganxorcie-

lebis mizniT, eswrafvis `masTan adaptirebas, manamde ar-

sebul socialur struqturebTan integrirebas, raTa mi-

aRwios dasaxul mizans~ [3, 124]. parsonsisTvis, kulturis

erTiani sistemis calkeul aspeqtebs sazogadoebis mxri-

dan Seesabameba istoriulad Seqmnili socialuri insti-

tutebi, kerZod, èkonomikuri, samarTlebrivi da dasvene-

bis industria~ [3, 149]. migvaCnia, rom kulturis arsis Se-

saxeb parsonsis Sexedulebebis aseTi sqematuri gadmoce-

miTac ki naTlad Cans, rom mas pretenzia aqvs Seqmnas so-

cialuri Teoria, romelSic kulturis sistemurobis re-

gulators warmoadgens sazogadoebrivi cxovrebis speci-

fika Tavisi normatiulobiTa da simbolurobiT. amiT igi

aSkarad uaxlovdeba kulturis organotropul koncefci-

as, Tumca, am ukanasknelisgan gansxvavebiT, masSi kultu-

ris rogorc garkveuli `tropuli~ rezultatis misaRe-

6

bad sazogadoebis organul safuZvelSi moqmedi socialu-

ri sistema ufro dabali donis pirobas warmoadgens, vid-

re sakuTriv kulturuli.

gansxvaveba sxvadasxva kulturas Soris momdinareobs

sxvadasxva socialuri xasiaTis garemodan, _ aseTi Tval-

sazrisi kapanelTan mTeli sisruliT inarCunebs absolu-

turobas: `revoluciis dawyebamde safrangeTis aristok-

ratma komersantebma Seiswavles Tavadaznauruli sazoga-

doebrivi cxovrebis formis fsiqologia: xelovnurad

gagrZelebuli Seveluri, kaba `xabarda~ – am gamoTqmaSi

hiperbola damaxasiaTebelia im stilisa, romelsac isto-

riaSi moixsenieben axirebuli sityviT – rokoko. sazoga-

doebrivi cxovrebis viTareba TandaTanobiT cvlis gemov-

nebis Zvel formebs: figaros qorwili demonstraciaa sa-

zogadoebis axali sulisa da stilisa; meSCanuri yofisa

da kulturis gamoTqma, Cacma-daxurva sada, morali ase

Tu ise demokratiuli _ bomarSes periodis fsiqologiu-

ri Tvisebebia da es Tvisebebi, genetikurad Camoyalibebu-

li socialuri cxovrebis CveulebaSi, niadags umzadebs

rusosa da mis axal eloizas Taviseburi temperamente-

biT... kapitalisturi samyaros nervulma moZraobam Tavisi

intensivobiT da ferebis borialebiT warmoSva ariTmiu-

li stilebi qalaquri kulturis [...] kulturis stili

sarkea sulis socialuri wvalebis...~ [1, 307-308].

maSasadame, kapanelis mixedviT, ekonomikurad uzrun-

velyofili da ganebivrebuli sazogadoebrivi yofiereba

gulisxmobs kulturis gadapranWul formebs, xolo dux-

Wiri socialuri cxovrebis pirobebSi qmnadi kultura si-

sadaviT gamoirCeva. amasTan dakavSirebiT, CvenTvis sainte-

resoa germaneli ekonomistisa da sociologis Aalfred

veberis (1868-1958) naazrevi kulturis Sesaxeb. Tavis naS-

romSi `sociologiis istoriis da kulturis principebi~

(1951) veberma, rogorc cnobilia, Camoayaliba originalu-

ri Teoria, romlis mixedviT, kulturis istoria SeiZle-

ba warmovadginoT erTmaneTTan urTierTdakavSirebuli,

7

magram gansxvavebuli kanonebiT mimdinare sami procesis –

socialuris, civilizaciuris da kulturulis sinTezis

saxiT. avtoris azriT, ama Tu im erovnuli kulturis sa-

erTo done SeiZleba ganisazRvros swored mxolod misi

TiToeuli am calkeuli sferos mdgomareobis ganxilvis

safuZvelze. ìm qveynis xalxi, romelSic Semonaxulia so-

cial-ekonomikur da saxelmwifoebriv-samarTebliv urTi-

erTobaTa ayvavebuli sistema, kulturis ganviTarebis

TvalsazrisiT, iSviaTad aRmoCndeba xolme SedarebiT da-

bal doneze~ [3, 114]. rogorc vxedavT, veberisa da kapane-

lis koncefciebSi aSkara Tanxmoba sufevs.

aRsaniSnavia isic, rom sistemaSi – kultura da sazo-

gadoeba, misi srulyofilad axsnis mizniT, kapaneli gani-

xilavs organotropuli mimarTebis kidev erT formas;

kerZod, geografiuli mdgomareobis gavlenas kulturis

warmoSobasa da ganviTarebaze, anu sakiTxs imis Sesaxeb,

Tu ramdenad ganapirobebs sazogadoebis arsebobisa da

funqcionirebis geografiuli pirobebi am sazogadoebis

wiaRSi Seqmnili kulturis raobas. avtoris azriT,

`mdgomareoba geologiuri, geografiuli, klimaturi, so-

cial-ekonomikuri an spobs an saSualebas aZlevs kultu-

ris formebs viTarebisa da gaSlisaTvis~ [1, 324]. kapaneli

imTaviTve xazgasmiT aRiarebs, rom `socialuri urTier-

Toba, damyarebuli ekonomikur-industriul saWiroebaze,

gacilebiT ufro aqtiurad moqmedebs kulturis Semoqme-

debiT formebze, vidre geografiul-geologiuri da mete-

orologiuri pirobebi~, Tumca igi imis dasabuTebasac

cdilobs, rom `Tuki erTxel gansakuTrebul geologiur-

geografiul pirobebSi warmoiSva adamianTa urTierToba,

Semdeg swored es urTierToba Tavis social-ekonomikuri

interesebiT aZlevs mimarTulebas am sazogadoebis kul-

turul-civilizaciur xerxsa da Semoqmedebas~ [1, 325].

rogorc kapaneli aRniSnavs, `mravalricxovani kacob-

rioba mimofantulia mravalferovani planetis sxvadasxva

kuTxeSi, cxovrobs yovel miwa-wyalze Taviseburad: adami-

8

anTa urTierToba dedamiwis erT kuTxeSi sxva saxisaa, me-

ore kuTxeSi sxva saxis; geografiuli da klimaturi pir-

obebi wuTisoflad yvelgan aTaviseburebs cxovrebas; kun-

Zulebze, avstraliaSi, braziliaSi, cimbirSi, evropis

did qalaqebSi socialuri cxovreba erTnairi ar aris

[...]Eegviptis ojaxuri da sazogadoebrivi meurneobis for-

ma Sefardebulia nilosos midamoebis bunebrivsa da kli-

matur pirobebTan; saqarTvelos meurneoba da socialuri

kultura saqarTvelos haerisa da miwa-wylis Tavisebure-

bebTan aris dakavSirebuli...~ [1, 272]. amdenad, kapanelis-

Tvis kulturis Seswavla da axsna sazogadoebis cxovre-

biseuli interesebis gaTvaliswinebis gareSe SeuZlebe-

lia, socialuri cxovrebis pirobebs ki mniSvnelovanwi-

lad qmnis da ayalibebs bunebriv-geografiuli mocemulo-

ba.

Cveni azriT, kapanelis aseTi Sexedulebebi Zalian

uaxlovdeba sociologiaSi sakmaod farTod aRiarebuli

geografiuli mimarTulebis cnobil warmomadgenelTa,

kerZod ingliseli istorikosis henri Tomas boklisa

(1821-1862) da rusi (warmoSobiT rumineli) mecnier-geogra-

fis lev ivanes Ze meCnikovis (1838-1888) Teoriul koncef-

ciebs. Tavis naSromSi `civilizaciis istoria inglisSi~,

bokli aviTarebs azrs imis Sesaxeb, rom civilizaciis

ganviTareba gansazRvrulia klimatis, niadagisa da bune-

bis saerTo mdgomareobiT: àziis kontinentze mxolod im

adgilebSi Caisaxa civilizacia, sadac yvela Tu ara, erT-

erTi piroba mainc iyo: klimatsa da niadagze civilizaci-

is damokidebuleba dasturdeba imiTac, rom momTabare

tomebma, romlebic mwir niadagze da cxel klimatSi

cxovrobdnen, rodesac daipyres zomuri sartyelis mida-

moebi, swrafad Seqmnes pirveli civilizaciebi. arabTa

mravalricxovani momTabare tomebidan, mxolod egvipte-

lebma rom Seqmnes civilizacia, es aixsneba egviptis mi-

wis nayofierebiT, romelic nilosis wylebiT uxvad ir-

wyveba~ [2, 42]. sagulisxmoa, rom boklis azriT, klimati

9

da niadagi moqmedebs rogorc materialuri, ise sulieri

kulturis ganviTarebis donezec: `[...] Tu Zveli kulture-

bis ganviTarebis adgilTaBbunebas davakvirdebiT, aRmoC-

ndeba, rom isini viTardebodnen tropikul zonaSi, an mis

axlos, sadac buneba mrisxane da mZvinvarea, ara marto

zviadi mTebiT, aramed vulkanebiT, miwisZvrebiT, qariS-

xlebiT... swored bunebis aseTi moqmedeba iwvevs fantazi-

is aRmafrenas. aseTia aziis, afrikisa da amerikis kontin-

entebis buneba, Sesabamisad iq, civilizaciebSi fantaziis

elementebi sWarbobs... evropaSic buneba yvelgan erTnairi

araa, italia da espaneTi gamoirCevian miwisZvrebiTa da

vulkanuri amofrqvevebiT; amis Sedegia, rom natifi xe-

lovnebis, mxatvrobis, literaturis da religiis masaz-

rdoebeli xdeba es qveynebi: evropaSi axal droSi gamov-

lenili TiTqmis yvela didi mxatvari da skulptori iyo

italieli da espaneli” [2, 47].

rogorc irkveva, boklis am mosazrebebs TiTqmis sru-

lad iziarebs kapanelic: `Semoqmedeba rogorc mxatvru-

li, ise ganyenebuli, iwvevs SemoqmedebaSi eqstazs, orga-

nul eross, romelic warmoudgenelia im urTierTobis ga-

reSe, romelsac adgili aqvs organul cxovrebasa da

fizikur mdgomareobas Soris; kultura dionisuri an apo-

lonuri SeuZlebelia grelandiaze an cimbirSi, SeuZlebe-

lia iseT pirobebSi, sadac arsisa da mdgomareobis urTi-

erToba ar iZleva organuli sisavsis SegrZnebas, sadac

buneba da misi klimatur-geografiuli Tavisebureba xels

ar uwyobs am SegrZnebis gancdas~ [1, 265].

rogorc kapaneli aRniSnavs, `berZnuli kulturis Se-

moqmedebis formebi akveTilia saberZneTis socialur-is-

toriuli gancdiT; msoflmxedveloba xalxisa, romelic

qveynis bolos xedavda gibraltaris svetebTan iyo marti-

vi [...] elini ver xedavda ganwvalebis process, vinaidan

socialuri fsiqologia SemozRuduli geografiuli de-

terminizmis siamayiT, iyo srulebiT dasrulebuli, wyobi-

li; sul sxvaa egviptisa da indoeTis fsiqologia daus-

10

ruleblobis SegrZnobiT; buda da awveradebuli piramide-

bi koloraluri simboloebia usazRvroebis SegrZnebisa

da saberZneTis kulturaSi msgavsi am simboloebisa ara

aris ra, rac organulad ganicada usasrulo platoebze

ganfenilma indoeTma da egviptem~ [1, 267].

rac Seexeba l. meCnikovis sociologiur naazrevs, Ta-

vis naSromSi `civilizacia da didi istoriuli mdinaree-

bi~ (1883) igi aRniSnavs, rom kulturis ganviTarebaze

gavlenas axdens astronomiuri garemo da geografiuli

ganedi; klimatis cvlilebis Sesabamisad icvleba civili-

zaciis warmoSobis SesaZleblobanic: `zedmetad civi da

cxeli klimati civilizaciisaTvis cudi niadagia. Ddiadi

istoriuli civilizaciebi, yovel SemTxvevaSi Zveli sam-

yaros materikebze, mxolod da mxolod zomier sartyel-

Sia koncentrirebuli~ [4, 74]. cxel klimatSi, florisa

da faunis simdidris miuxedavad, civilizacia rom ar vi-

Tardeba, es, meCnikovis azriT, imis Sedegia, rom am viTa-

rebaSi adamians yofierebisTvis didi garja ar sWirdeba,

ar aris Sromis aucilebloba: `bunebis gvirgvini – adami-

ani cxel klimatSi bunebis mefe araa, buneba mas uxvad

ajildoebs da amiT axSobs mis energias~ [4, 79]. avtori

xazs usvams im garemoebas, rom civilizacias geografi-

ul-bunebrivi garemo meqanikurad ar gansazRvravs; gare-

mos paralelurad igi saWiroebs adamianur moRvaweobas e.

i. socialur ganpirobebulobas.

kulturis ganviTarebis istoriul dinamikaze, meCni-

kovis SexedulebiT, zemoqmedebs fizikuri garemos iseTi

mniSvnelovani momentebic, rogoricaa geosferos, hidro-

sferos da atmosferos maCveneblebi, zRvebisa da materi-

kebis araerTgvarovani ganawileba, niadagis geologiuri

agebuleba, naleqebis raodenoba: àfrikis geografiulma

pirobebma gansazRvres mis wiaRSi warmoSobili kultu-

ris izolirebuloba, evropis geografiuli pirobebi ki

Ria aRmoCnda kulturis gasavrceleblad; kulturam ver

daZlia aziis aRmosavleTsa da dasavleTs Soris gawoli-

11

li mTebis simaRle... didi britaneTis saxelmwifo wyoba

misi kunZulebrivi viTarebis Sedegia; Sveicariis glexuri

komunebis Tavisuflebis qomagi alpebis Seumusravi siv-

rceebia, xolo baskebis Tavisuflebisa – pireneis mTebis

SeuzRudavi reliefebi...~ [4, 89].

kapaneli sruliad eTanxmeba meCnikovis Tvalsazriss

socialuri kulturis geografiuli mdebareobiT detemi-

nirebulobis Sesaxeb: `sxvadasxva profesia nadirobis,

Tevzaobis, miwis damuSavebis, vaWrobis da mrewvelobis

aixsneba ara transcendenturad mocemuli niWierebiT, ro-

gorc fiqroben yvela kategoriis racionalistebi, aramed

bunebriv-geografiuli SesaZleblobiT da interesiT; av-

stralielebi da eskimosebi rasulad da anTropologiu-

rad didad gansxvavdebian erTmaneTisgan, magram erTimeo-

ris msgavs geografiul mdgomareobaSi gaCenili maTi

erTnairi meurneoba _ warmoeba da socialuri saWiroebis

interesebi maTs kulturis formebs erTmaneTs amsgavsebs~

[7, 74].

sayuradReboa, rom kapaneli gansakuTrebiT maRal Se-

fasebas aZlevs meCnikovis azrs imis Sesaxeb, rom geogra-

fiuli garemos Secvla, rac TvalsaCino reagirebas ax-

dens kulturis cvlilebebze, Tavis mxriv, erTgvarad so-

cialur organizaciazea damokidebuli: `xSirad socialu-

ri xasiaTis saWiroeba tyeebs, mdinareebs da dedamiwis

zogierT fenas gamoiyenebs Taviseburad, da amiT Secvlis

saerTo klimatur-meteorologiur pirobebs, amasTan er-

Tad im urTierTobasac, romelic adamianebs hqondaT wi-

naT gansakuTrebul mdgomareobasTan: mesopotamiis Walebi

erT dros noyieri iyo Zalian imitom, rom iq cxovrobda

xalxi, romelic Txrida arxebs, inaxavda tyeebs, xelovnu-

rad did rezervuarebSi mdinareebidan Semoiyvanda wyals;

xolo Semdeg, rodesac arabebi Semovidnen mesopotamiaSi,

tyeebi sul gakafes, arxebi moangries da yvelaferi es

imiT damTavrda, rom odesRac noyieri mindvrebi gadaiqca

udabnod~ [1, 324]. aqedan gamomdinare, kapaneli daaskvnis,

12

rom àdamiani ar aris pasiuri bunebriv pirobebTan damo-

kidebulebaSi: adamiani jer egueba mdgomareobas, da mere

cdilobs mdgomareobis gadakeTebas, da mTeli kultura

kacobriobisa swored aseTi xasiaTis mdgomareobisa da

socialuri organizaciis urTierTobaSi gamoisaxeba; Cven

am SemoqmedebiTi xasiaTis urTierTobas veZaxiT organot-

ropizms; _ mTeli civilizacia Tavis warsulSi aseTi mi-

marTulebiT iqmneboda” [7, 79].

kapanelis organotropuli Teoriis sapirispirod Tu

vimsjelebT, yvela istoriul epoqaSi SesaZloa aRmoCndes

SeuTavsebloba socialuri mdgomareobisa da kulturis

ganviTarebis doneebs Soris, ramdenadac socialur urTi-

erTobaTa ucvlelobis SemTxvevaSic sruliad SesaZlebe-

lia kultura Seicvalos nebismieri mimarTulebiT; an ki-

dev, identur socialur viTarebaTa pirobebSi, maSin ro-

desac erT qveyanaSi kultura ayvavebasa da aRmavlobas

ganicdis, meoreSi – mxolod es-esaa iwyebs ganviTarebas,

mesameSi ki _ dakninebisa da ganadgurebis pirasaa. ro-

gorc anglo-amerikeli kulturologi tomas sternz eli-

oti (1888-1965) SeniSnavs, `miuxedavad imisa, rom ukanaskne-

li oTxi aseuli wlis manZilze inglisis socialuri

mdgomareoba gacilebiT gaumjobesda da mosaxleoba Tor-

metjer gaizarda, msgavs xarisxobriv da raodenobriv

zrdas sruliadac ar mohyolia Cvens droSi Tormeti Seq-

spiris gamoCena, ufro metic, aseTebi ukve didi xania gaq-

rnen. zustad aseve, gasul saukuneTa mxvnel-mTesveli

glexi Tavisi zneobrivi da sulieri kulturiT gacile-

biT ufro maRla idga, vidre Cveni drois daqiravebuli

traqtoristi~ [6, 97]. saqme imaSia, rom kulturis sistema

mxolod socialuri urTierTobebiT ar amoiwureba. garda

amisa, masSi Tavmoyrilia misi Semoqmedi xalxis Rirebu-

lebiTi orientaciebi, Cvevebis, adaTebis, tradiciebis er-

Toblioba romlebSic dagrovilia sinamdvilesTan yovel-

gvari adamianuri mimarTeba da zrunva samyaros im nawil-

ze, romelzec is binadrobs. sayuradReboa isic, rom eli-

13

oti kulturis arss ase axasiaTebs: `kulturis qveS me

mesmis, upirveles yovlisa, is, rac mxedvelobaSi aqvT an-

Tropologebs: erT adgilas mcxovrebi, mocemuli xalxis

cxovrebis wesi. Cven am kulturis gamovlenas vxedavT mis

xelovnebaSi, mis socialur sistemaSi, mis Cveulebebsa da

adaTebSi. yvelaferi es, erTad aRebuli, ar Seadgenen

kulturebs, Tumca Cven xSirad moxerxebulobis gamo ise

gamovTqvamT, TiTqos es asea. Eeseni mxolod nawilebia,

romlebadac kultura SeiZleba danawevrdes – rogorc

adamianis sxeuli anatomiur TeatrSi. magram, ise rogorc

adamiani aris ufro meti, vidre misi sxeulis Semadgenel

sxvadasxva nawilTa naerTi, aseve kulturac aris ufro

meti, vidre xelovnebaTa, adaTTa da religiur Cveuleba-

Ta nakrebi~ [6, 119]. Cveni azriT, elioti aq gulisxmobs

adamianis Tavisufal, nebayoflobiT SemoqmedebiT aqtivo-

bas, romelic imisgan damoukideblad, Tu rogoria arse-

buli socialuri an ekonomikuri mdgomareoba, Tavisi

gziT miemarTeba sakuTari amouwuravi SesaZleblobebis

srul gamovlenamde da gzadagza usasrulo nairgvarobiT

qmnis da aformebs saocar axal samyaros kulturi saxiT;

da romelsac sruliad dakarguli aqvs Tavisi arsebiTi

mniSvneloba kapanelis organotropul moZRvrebaSi. miuxe-

davad amisa, sruli ufleba gvaqvs ganvacxadoT, rom am

ukanasknelma kulturis ganviTarebisa da socialur pro-

cesTa uwyveti kavSiris aRiarebiT sakmaod mniSvnelovani

Rvawli dasdo filosofiur azris istorias kulturis

erTiani Teoriis Seqmnis procesSi.

L l i t e r a t u r a:

1. kapaneli k., filosofiuri Sromebi, Tb., ùniversi-

teti~, 1989;

2. Бокль Г. Т., История цивилизации в Англии, Санкт-Петербург, "Прогресс", 1960;

3. Мамонтов С. П., Основы культурологии, "Прогресс", “Олимп”, 1999;

14

4. Мечников Л. М., Цивилизация и великие исторические реки, Москва, «Юрайт», 1964;

5. Шпенглер О., Закат Европы, В 2-х тт.,Т. 1, Москва, «Русский язык», 1994;

6. Елиот Т. С., «Заметки к определению культуры», Санкт-Петербург, «Алетейя», 2004;

7. Капанели К., Страдание и творчество//Сб., «Историчесские миниатюры», №3, Тбилиси, 1977.

Irma Bagrationi Georgia. Batumi Shota Rustaveli State University Doctor of Philosophy, Assistant-professor

The Organotropic Peculiarities of the Socio-Cultural Environment in Konstantine Kapaneli’s Philosophy

Summary The present scientific paper analyses the organotropic essence of

interrelation of social and cultural environment according to thinking of Georgian philosopher Konstantine Kapaneli; the explanation of concepts of Sociology of Culture is given, the substantive provision philosophical organotropism about the creative relationship between social conditions and essence of culture is explained.

It is shown that philosophical analysis of culture by Kapaneli is the result of those organotropic principles, which are carried out and spread in social life. According to Kapaneli, the task of the sociology of culture is to understand the morphological structure of each culture, which is underlain by the soul of social culture. Organotropism attributs the peculiarities of the cultural development of various peoples to the influence of natural factors: The progress of social culture is determined by the physical and geographic, principally hydrospheric environment; the river, sea and the ocean as the root factors in the origin and development of civilisation, are closely related to geographical determinism; The moral physiognomy of peoples, the character of their culture and the forms of development of culture are conditioned by climate, soil, landscape and the size of territory. It means, that the life of socio-cultural environment is active, multiform and in eternal motion.

15

evgeni baraTaSvili

ekonomikis mecnierebaTa doqtori, sruli profesori

kulturebis klasterizacia

saqarTvelo, Tbilisi, saqarTvelos teqnikuri

universiteti

kulturebis gansxvavebaTa mravalferovnebam mkvleva-

rebi miiyvana klasterebis _ qveynebis (kulturebis) er-

Tobliobis _ agebis ideamde. klasterebSi gaerTianebu-

lia im qveynebis kulturebi, romelTac msgavsi Tvisebebi

aqvs. erT-erTi amgvari klasifikacia wamoayenes ronenma

da Senkarma1. maT gamoyves:

● skandinaviuri klasteri: fineTi, norvegia, SvedeTi,

dania;

● germanuli klasteri: germania, avstria, Sveicaria;

● inglisurenovani klasteri: aSS, didi britaneTi, av-

stralia, samxreT afrika, kanada, axali zelandia, irlan-

dia;

● romanuli klasteri: safrangeTi, italia, espaneTi,

portugalia, belgia;

● laTinoamerikuli klasteri: argentina, venesuela,

meqsika, Cile, kolumbia, peru;

● Soreuli aRmosavleTis klasteri: tailandi, indo-

nezia, taivani, filipinebi, singapuri, hong-kongi, vietnami;

● arabuli klasteri: bahreini, quveiTi, gae-ebi, omani,

saudis arabeTi;

● axlo aRmosavleTis klasteri: TurqeTi, saberZneTi,

irani.

avtorTa mier ganxiluli zogierTi qveynis klasifi-

kacia (brazilia, iaponia, indoeTi, israeli) ar Sesula

arc erT klasterSi. am klasifikaciis SemecnebiTi mniS-

1 Ronen S. Comparative and Multinational Management, N.Y., 1986.

16

vneloba udavoa, Tumca imavdroulad unda daveTanxmoT

mkvlevarebs, romlebic miuTiTeben mis winaaRmdegobrio-

baze: ase magaliTad, kulturuli TvalsazrisiT erT

klasterSi movaTavsoT TurqeTi da saberZneTi, vfiqrobT,

aramarTlzomieria. igive SeiZleba iTqvas belgiaze roma-

nul klasterSi da a.S. saerTod ki, es klasterizacia un-

da ganixilebodes ubralod, rogorc sakmaod rTuli da

mravalsazomiani momavali klasifikaciis erT-erTi nabi-

ji.

gamoiyena ra maT mier gamoyofili xuTi ganzomileba,

holandielma mecnierma f. trompenaarsma agreTve klaste-

rebad dayo qveynebi, romlebSic tardeboda gamokvlevebi

(cxr. 1).

laTinoevropul klasterSi àmovardnilia~ espaneTi.

yovel SemTxvevaSi, am dakvirvebaTa TvalsazrisiT, igi ar

unda Sediodes am klasterSi.

germanuli klasteri gamodis Zalze `gaberili~. SeiZ-

leba visaubroT avstriis da Cexoslovakiis profilTa

mniSvnelovan msgavsebaze, magram, magaliTad, Sveicaria aq

Zalian emsgavseba safrangeTs da sakmaod Zlier gansxvav-

deba germaniisgan.

hodjeTsis da luThansis1 naSromebSi akeTeben das-

kvnas ufro adreul klasifikaciaTa gadaxedvis aucileb-

lobaze. Cven ki migvaCnia, rom saWiroa SedarebiTi kvleve-

bis meTodikebis srulyofa. kerZod, aucilebelia gansa-

kuTrebuli yuradReba mivaqcioT monacemTa reprezentatu-

lobas. im Tvisebebis gavrcoba, romlebic damaxasiaTebe-

lia ama Tu im jgufisTvis (top-menejerebi, programiste-

bi, àxali talRis~ mewarmeebi da a.S.), mTlianad erze Se-

iZleba aramarTlzomieri iyos.

1 Hodgetts R.M., Luthans F. International Management: Culture,Strategy and Behavior. _ 4-th

Edition, 2000.

17

cxrili 1.

klasterebi f. trompenaarsis mixedviT

klasteri

individualizmi (+)/

Komunitarizmi (-)

specialuri

urTierTobebi (+)/

didifuzuri

urTierTobebi (-)

universalizmi (+)/

specializacia (-)

neitraluri kulturebi (+)/

emociuri kulturebi (-)

miRwevaTa kultura (+)/

kuTvnilebis kultuta (-)

ingl

inglisuri

aSS

didi britaneTi

+

+

+

+

+

+

-

+

+

+

aziuri

iaponia

CineTi

indonezia

hong-kongi

singapuri

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

+

-

+

+

-

-

-

-

-

laTino-amerikuli

argentina

meqsika

venesuela

brazilia

+

+

-

+

-

-

-

+

-

-

-

+

+

+

+

-

+

+

-

-

laTino-evropuli

safrangeTi

belgia

espaneTi

italia

-

-

+

-

+

+

-

-

+

+

-

+

-

-

+

-

-

-

+

-

germanuli

avstria

germania

Sveicaria

Cexoslovakia

+

-

-

-

+

-

+

+

+

+

+

+

+

-

-

+

+

+

-

+

qveynebi sakmaod mniSvnelovnad gansxvavdeba erTmane-

Tisgan rogorc instituciuri TvalsazrisiT, aseve Tavi-

anTi saqmiani kulturebis mixedviT. bunebrivad ibadeba

18

kiTxva: SenarCundeba aseTi sxvaoba momavalSi, Tu Semcir-

deba an gaizrdeba?

arsebobs Tvalsazrisi, rom Cven win gvelis sakmaod

erTgvarovani garemos msoflio, romelSic, ra Tqma unda,

SesaZlebelia iyos individualuri gansxvavebebi. Tumca am

ukanasknelT ar eqneba ganmsazRvreli xasiaTi, imisaTvis

rom gaxdenen samecniero Seswavlis sagani. varaudoben,

rom fuZemdebluri msoflio tendencia vesternizaciis

procesi iqneba.

meore TvalsazrisiT, globaluri konkurenciis gaZ-

lierebam SeiZleba, piriqiT, tradiciuli kulturuli fa-

seulobebis, status-kvos da Sesabamisad Camoyalibebuli

konkurentuli upiratesobebis SenarCunebisken swrafvis

gaaqtiureba gamoiwvios.

migvaCnia, rom saqmian kulturaTa konvergenciis an

divergenciis perspeqtivis Sefaseba SesaZlebelia mxo-

lod imis ganxilviT, Tu ra Zalebi moqmedebs am proces-

ze. r. veberis1 azriT, saWiroa ganvasxvavoT problemis

ori aspeqti: pirvel yovlisa, esaa pirovnebaTSorisi ur-

TierTobebi da meore _ TanamSromelTa damokidebuleba

Sromis procesis mimarT.

cxrilSi (2) warmodgenilia r. veberis modificirebu-

li modeli. cxadia, pirovnebaTSoris urTierTobaTa sfe-

roSi Warbobs divergenciis Zalebi, im dros, roca Sro-

mis mimarT damokidebulebis aspeqtSi SeiniSneba saqmian

kulturaTa daaxloebis tendencia.

mravali avtoris mier teqnologiuri progresi gani-

xileba rogorc wamyvani Zala, romelic amcirebs erov-

nul gansxvavebebs. varaudoben, rom teqnologia savsebiT

gansazRvravs rogorc TanamSromelTa amocanebs, aseve ma-

Ti realizaciis saSualebebs. ufro metic, r. veberis Ta-

naxmad, sazogadoebis socialuri struqtura sul ufro

metwilad iqneba gansazRvruli sawarmoo struqturiT,

1 Ronen S. Comparative and Multinational Management, N.Y., 1986. Webber R.H. Conver-gence or divergence // Columbia Journal of World Business, 1969, v.4,# 3, p. 75_83.

19

xolo kvalificiuri samuSao Zalis aucilebloba Seamci-

rebs socialur da ekonomikur uTanabrobas. Cven aseTi

Tvalsazrisi gamartivebulad migvaCnia.

cxrili 2.

saqmian kulturaTa konvergenciis da divergenciis

ganmsazRvreli faqtorebi

divergenciuli Zalebi

(moqmedebs adamianze, pirovne-

baTSorisi UUUUUUUrTierTobe-

bis sfero)

konvergenciuli Zalebi (moq-

medebs warmoebis sferoSi,

individis damokidebuleba

samuSaos mimarT)

kulturuli inercia teqnologia

sazogadoebis ganviTarebis sa-

fexuri

ganaTleba

bunebrivi resursebi pragmatuli filosofia

demografia saorganizacio miznebi da

adaptacia

magaliTad, b. hoTc-hartis1 naSromSi sakmaod mkafio-

daa naCvenebi teqnologiuri ganviTarebis ama Tu im gzis

arCevis damokidebuleba romelime qveynis instituciur da

kulturul Taviseburebebze. Tavad gansaxilveli mode-

lis struqturac miuTiTebs am faqtoris zemoqmedebis gar-

kveul zRvrebs. miuxedavad amisa, aucilebelia xazgasmiT

aRvniSnoT teqnologiis gamorCeuli roli saqmiani kul-

turis formirebasa da rac SeiZleba met zemoqmedebaSi

adamianTa sazogadoebebze konvergenciis TvalsazrisiT.

teqnologiaTa unifikacia aaxloebs ganaTlebis site-

mebs sxvadasxva qveyanaSi. is Tavis mxriv mimarTavs teqni-

kur ganviTarebas daaxloebiT erT kalapotSi da rac yve-

laze mniSvnelovania, ayalibebs azrovnebis wessa da fa-

seulobaTa sistemas. garda amisa, ganaTlebis sistemis

1 Hotz-Hart B. Modernisierung von Unternehmen und Industrien bei unterschiedlichen indus-triellen Beziehungen. _ Bern, 1989. _ 353 S.

20

ganviTareba xels uwyobs ufro egalituri sazogadoebis

Seqmnas, amcirebs socialuri barieris nawils.

axali teqnologiebi agreTve wanamZRvrebs qmnis siRa-

ribesTan brZolisa da TanamSromelTa (muSakTa) cxovre-

bis donis amaRlebisTvis. Tavis mxriv, es xels uwyobs

yoveli qveynisTvis damaxasiaTebeli specifikuri faseu-

lobebis sistemis postindustriuli sazogadoebis pragma-

tuli faseulobebiT Secvlas.

kulturaTa daaxloebis mxriv aseve moqmedebs erTti-

pobrivi saorganizacio problemebis gadaWris aucileb-

loba. Tanamedrove mmarTvelobiTi teqnologiebis gavrce-

leba, maT Soris menejerebis èqsportis~ gziT, amcirebs

erovnul da kulturul gansxvavebaTa zemoqmedebas. orga-

nizaciis miznebis da maTi miRwevis gansazRvrisas did

rols asrulebs iseTi momentebi, rogorebicaa: organiza-

ciul TaviseburebaTa situaciebis gaTvaliswineba da pi-

radi aspeqtic ki.

pirovnebaTSoris urTierTobebis doneze moqmedebs

araerTi faqtori, romlebic xels uwyobs saqmiani kul-

turebis divergencias. maT ganekuTvneba: kulturuli

inercia, sazogadoebis ganviTarebis done, resursuli da

demografiuli potencialebi.

marTalia, kultura viTardeba sazogadoebriv urTi-

erTobaTa cvlilebebTan mWidro kavSirSi, mas agreTve

aqvs sakuTari logikuri ganviTareba. kerZod, SeiniSneba

iseTi movlena, romelsac SeiZleba vuwodoT kulturuli

inercia: faseulobaTa erovnuli sistema SeiZleba ar See-

sabamebodes Tanamedrove teqnologiis moTxovnebs. es exe-

ba rogorc teqnikur standartebs da ekonomikur meTo-

debs, aseve mmarTvelobiT teqnologias. s. ronenis1 naS-

romSi moyvanilia warumateblobis magaliTi iraneli pi-

lotebis momzadebisas kulturuli Sokis gamo, rac ganpi-

robebuli iyo Tanamedrove teqnologiuri saSualebebis

1Ronen S. Comparative and Multinational Management, N.Y., 1986.

21

gamoyenebis gamocdilebis uqonlobiT iranul sazogadoe-

baSi da Sesabamisad, Taobebis mier dagrovil gamocdile-

baze damyarebis SeuZleblobiT.

sxvaoba faseulobaTa sistemebSi zogjer gansaz-

Rvravs gansxvavebas ganviTarebis gzebSi. amasTan dakavSi-

rebiT, SeiZleba gavixsenoT XX saukunis meore naxevarSi

muslimanuri bankebis qselis Seqmna; es qseli finansur

praqtikas uTanxmebda SariaTis kanonebs, Sesabamisad ki _

saxecvlil sabanko teqnologiebs.

materialur an adamianur resursTa arseboba an arar-

seboba agreTve zemoqmedebas axdens ama Tu im qveynis spe-

cializaciaze, xels uwyobs an, piriqiT, dabrkolebas

qmnis Tanamedrove teqnologiebis warmoaqmnaSi. cxadia,

mniSvnelovani iafi SromiTi resursebis arseboba xels

uwyobs Sromatevadi warmoebebis da Sesabamisad saqmiani

kulturis ganviTarebas. SromiTi resursebis deficiti

zrdis TanamSromlis Rirebulebas, aiZulebs warmoebas

moaxdinos racionalizeba, pirvel yovlisa, Sromis mwar-

moeblurobis gazrdis mizniT.

ganxiluli faqtorebi moqmedebs erTdroulad, iZleva

ra drois yovel momentSi jamur Sedegs, romelic gansaz-

Rvrulia rogorc TiToeul maTganze zemoqmedebis intensi-

vobiT, aseve gansaxilveli sazogadoebis TaviseburebiT.

mmarTvelobiTi TanamSromlebis faseulobaTa sistema

globalizaciis procesebis gavleniT vesternizebuli

xdeba. amasTan erTad, Cndeba sxvaoba da winaaRmdegobac

ki erTi da imave qveynis menejerebis Taobebs Soris. vinai-

dan ar arsebobs kulturis erTiani da mTliani Teoria,

saerTaSoriso menejeri gonivrul farglebSi unda iyos

iyenebdes sxvadasxva Teoriul da praqtikul meTodebs.

SedarebiTi menejmentis Semdgomma ganviTarebam mainc un-

da gamoyos is `centraluri RerZi~, romlis garSemoc Se-

iZleba kulturis yvela ZiriTadi Teoriis efeqtiani

struqturireba.

22

mkvlevarTa umravlesobas jerjerobiT urCevia isaub-

ros menejmentis sxvadasxva sistemis da modelis arsebo-

baze, romlebic rCeba da kvlav darCeba evropaSi mraval-

ferovnebis nawilad.

miuxedavad imisa, rom aqtualuri xdeba axali evropu-

li identurobis, evropuli cnobierebis Camoyalibeba, im

saerTo kulturul faseulobaTa waweva, romlebic ar

ewinaaRmdegeba TiToeuli qveynis erovnul Tavisebure-

bebs, evropaSi kulturaTa mravalferovneba rCeba faqtad

da saeWvoa velodoT axla da uaxloes momavalSi kultu-

rul konvergencias ekonomikuri integraciis procesSi.

g. hofstedes monacemebis mixedviT, evropis kultu-

ruli mravalferovneba vlindeba indeqsebis mniSvneloba-

Ta mniSvnelovan mimobnevaSi: Zalauflebis distancia _ 11-

dan (avstria) 68-mde (safrangeTi), individualizmis da ko-

leqtivizmis Tanafardoba _ 27-dan (portugalia) 89-mde

(didi britaneTi), mamakacurobis da qalurobis Tanafar-

doba _ 5-dan (SvedeTi) 79-mde (avstria) da gaurkvevlobis

Tavidan acileba _ 23-dan (dania) 112-mde (saberZneTi)1.

saqmian kulturaTa mravalferovneba vlindeba mmar-

Tvelobis erovnul stilSi. g. hofstedes mxolod ori pa-

rametri _ Zalauflebis distancia da gaurkvevlobis Ta-

vidan acileba _ iZleva saSualebas, gamovyoT saorganiza-

cio kulturis oTxi modeli, kerZod ki:

●`soflis bazari~ _ Zalauflebis dabali distancia

da gaurkvevlobis Tavidan acilebis dabali xarisxi;

●`SezeTili manqana~ _ Zalauflebis dabali distan-

cia da gaurkvevlobis Tavidan acilebis maRali xarisxi ;

●òjaxi~ _ Zalauflebis maRali distancia da gaur-

kvevlobis Tavidan acilebis dabali xarisxi;

●àdamianTa piramida~ _ Zalauflebis maRali distan-

cia da gaurkvevlobis Tavidan acilebis maRali xarisxi.

1Hofstede G. Cultures and Organizations: Software of the Mind. _ London: McGraw-Hill, 1991.

23

qveynebi gaurkvevlobis Tavidan acilebis da Zalauf-

lebis distanciis maRali doniT miaCniaT ufro `meqanis-

turebad~, `biurokratiulebad~. calke, urTierTsapirispi-

ro kvadrantSia ganlagebuli gaurkvevlobis Tavidan ari-

debis da Zalauflebis distanciis dabali donis qveynebi,

romelTaTvisac damaxasiaTebelia naklebi ierarqiuloba,

didi decentralizebuloba, formalizebuli wesebis da

procedurebis naklebi roli. saubaria skandinaviur qvey-

nebze da naklebi xarisxiT _ anglosaqsonur qveynebze.

qveynebSi, sadac SeiniSneba Zalauflebis maRali dis-

tancia da gaurkvevlobis Tavidan susti arideba, gadaw-

yvetilebaTa miRebis decentralizebuloba da dabali ie-

rarqiuloba exameba wesebis did formalizebulobas, ase-

ve amocanebis da pasuxismgeblobis ufro mkafio gansaz-

Rvras. aseT kvadrantSi ganaTavseben germanuli klaste-

ris qveynebs.

Zalauflebis maRali distanciis, magram gaurkvevlo-

bis Tavidan acilebis susti donis qveynebSi organizaci-

ebs ageben ojaxuri principiT. iq `xelmZRvaneli _ aris

xelmZRvaneli~, xolo organizacia SeiZleba aRiweros

rogorc `pasternalisturi~. xelqveiTebs ar aqvT mkacrad

gansazRvruli amocanebi da pasuxismgebloba, amis nac-

vlad isini ufro socialurni arian. iq ZiriTadad war-

modgenilia aziuri qveynebi.

hofstedes parametrebi saSualebas iZleva, aRvweroT

sxvadasxva kulturisTvis damaxasiaTebeli organizaciis

modelebi. ase magaliTad, safrangeTSi organizacia Ta-

visTavad àdamianTa piramidaa~ (formalizebuli da cen-

tralizebuli). germaniaSi organizacia mogvagonebs `Seze-

Til manqanas~ (formalizebuls, magram ara centralize-

buls). inglisSi mmarTvelobiTi kultura esadageba `sof-

lis bazris~ modelis gansazRvras (arc formalizebulia,

arc centralizebuli), masSi arc ierarqiaa, arc rolebis

ganawilebas aqvs ganmsazRvreli mniSvneloba, iq struqtu-

24

ra ufro konkretuli situaciis moTxovnebis gaTvaliswi-

nebiT yalibdeba.

menejerebis qcevam da mmarTvelobiTi praqtikis Ses-

wavlam saSualeba mogvca dagvezustebina kulturuli

profilebi. magaliTad, safrangeTis, germaniis da ingli-

sis1 SedarebiTi kvlevebis magaliTze aRmoCnda, rom fran-

guli firmebi germanulebTan da inglisurebTan Sedare-

biT ufro centralizebuli da formalizebulia, delegi-

rebis naklebi doniT. generaluri direqtoris roli

(president-directeur-general, PDG) mdgomareobs umaRles doneze

koordinaciis uzrunvelyofaSi da im sakvanZo gadawyveti-

lebebis miRebaSi, romlebic arasavaldebulod Semoifar-

gleba sawarmos an dargis CarCoebiT. administraciul-

mmarTvelobiTi aparati mniSvnelovan rols asrulebs ana-

litikuri eqspertizis ganxorcielebaSi.

gamokvlevebi adasturebs germanuli firmebis imijs,

rogorc kargad mowesrigebuli (SezeTili) manqanebis, ro-

melTac ufro decentralizebisken, specializirebulobi-

sa da formalizebisken aqvT midrekileba. marTlac, ger-

maneli menejerebi xSirad emyarebian struqturas, ro-

gorc warmatebis sakvanZo faqtors, romelsac ganviTare-

bis Tavisi sakuTari logika aqvs. germanuli firmebis or-

ganizeba upiratesad xdeba funqciebis mixedviT rutinuli

procedurebis da wesebis koordinaciis meSveobiT.

efeqtianobis miRwevaze aqcentis mqone SezeTili man-

qanis modelisgan gansxvavebiT `soflis bazris~ modeli

asaxavs mniSvnelovanwilad swor mizandasaxulobas moqni-

lobis uzrunvelsayofad. inglisur kompaniebSi saorgani-

zacio struqturebi frangul da germanul firmebTan Se-

darebiT gamoirCeva didi moqnilobiT, didi decentrali-

zebulobiT da naklebi formalizebulobiT.

mravalferovnebis suraTi SeiZleba SevavsoT msgavsi

ekonomikuri da mmarTvelobiTi kulturaTa qveynebis

1 Hickson D. (ed.) Management in Western Europe: Society, culture and organization in twelve nations. _ Berlin: de Gruyter, 1993.

25

klasterebiT. klasteruli analizis gamoyenebiT Sedare-

biTi gamokvlevebis Taviseburebaa yuradRebis gamaxvileba

sxvadasxva qveynis erovnuli kulturis saerTo Tvisebeb-

ze. s. ronenis (Simha Ronen) da o. Senkaris (Oded Shenkar) mi-er Catarebulma erT-erTma kvlevam saSualeba mogvca, ga-

mogveyo rva klasteri.

zogi qveyana (brazilia, iaponia, indoeTi, israeli) ar

Sevida arc erT gamoyofil klasterSi. zogierT mkvle-

vars ufro marTebulad miaCnia indoeTis da israelis mo-

Tavseba anglosaqsur klasterSi, mxedvelobaSi miiRes ra

maTi mWidro politikuri, ekonomikuri da kulturuli

kavSiri aSS-Tan da did britaneTTan. sxva avtorebi gvTa-

vazoben, skandinaviuri da germanuli klasterebi gavaer-

TianoT. specialistTa nawili ki fiqrobs, rom espaneTi,

portugalia da italia kulturis TvalsazrisiT bevrad

axloa samxreT amerikis qveynebTan da amitom isini maT-

Tan erTad unda iyos erT klasterSi. GLOBE-s (The Global

Leadership and Organizational Behavior Effectiveness Research Program)

programis rig publikaciebSi evropis qveynebi agreTve ga-

erTianebulia Semdeg klasterebSi: germanuli (germania,

avstria, Sveicariis germanulenovani nawili, niderlande-

bi), laTinoevropuli (safrangeTi, espaneTi, portugalia,

italia, Sveicariis franguli nawili, israeli), anglo-

saqsuri (inglisi, irlandia, agreTve avstralia, axali

zelandia, kanada, aSS da sar-is (sar) TeTrkanianTa nawi-

li), aRmosavleTevropuli (poloneTi, ungreTi, slovenia,

saberZneTi, albaneTi, saqarTvelo, yazaxeTi, ruseTi). am

ukanasknelSi, bunebrivia, unda gaviTvaliswinoT, rom

klasterebSi warmodgenilia msoflios mxolod is 60 qve-

yana (maTgan 21 evropis), romlebic moicva proeqt GLOBE-is CarCoebSi Catarebulma gamokvlevebma. am programis mi-

xedviT, sxva publikaciebSi ki yvela kulturuli mraval-

ferovneba evropaSi or klasteramde daiyvanes, esenia:

Crdilodasavluri da samxreTaRmosavluri.

26

miuxedavad amisa, qveynebis klasterebis modeli saWi-

ro instrumentia saerTaSoriso menejmentis problemebis

Seswavlisas.

r. lesemma (Ronnie Lessem) da f. noibauerma (Franz-

Friedrich Neubauer) SemogvTavazes evropuli sistemebis me-

nejmentis klasifikacia. maT erovnul kulturaze mmar-

TvelobiTi Teoriis da praqtikis zemoqmedebis analizi

oTxi urTierTdakavSirebuli kriteriumis mixedviT gana-

xorcieles, ramac Sesabamisad oTxi midgomis Sepirispire-

bis saSualeba mogvca. menejmentis gamovlenili sisteme-

bisTvis wyvil-wyvilad damaxasiaTebelia winaaRmdegobebi:

● pragmatizmsa da idealizms/xolizms Soris. isini

axasiaTebs marTvis Teoriis da praqtikis urTierTsapi-

rispiro midgomebs. germanel menejerebTan SedarebiT an-

glosaqsebsa da holandielebs marTvis problemebis mi-

marT ufro pragmatuli xazis gatarebis midrekileba

aqvT;

● mmarTvelobiTi sakiTxebis mimarT frangebis mier

gamoyenebul racionalistur midgomebsa da adamianebze

orientirebul humanistur midgomas Soris, romelic dama-

xasiaTebelia saojaxo kompaniebisTvis italiasa da espa-

neTSi.

pragmatizmi dominirebs anglosaqsur samyaroSi me-

nejmentis Teoriis da praqtikis gansazRvraSi.

pragmatul midgomas Semdegi Taviseburebebi axasia-

Tebs:

● orientirebuloba praqtikul gamocdaze;

● mizanmimarTuleba konkurentul sawyisebze;

● individualizmi da fokusireba pirovnebaze;

● orientirebuloba moqmedebaze.

racionalizmi _ mimarTuleba, romelic aRiarebs uf-

ro gonebas, vidre gamocdilebas _ WeSmariti codnis wya-

ros. racionalizmi tipuria frangebisTvis, agreTve Crdi-

loevropelebis (skandinavielebis) umravlesobisTvis. ra-

cionalisturi menejmentisTvis damaxasiaTebelia:

27

● samecniero da pozitiuri midgoma, cnebebis Camoya-

libebis logikuri saSualeba;

● Sexeduleba organizaciaze struqturis, rolis, ie-

rarqiis da àucilebeli~ biurokratiis cnebebiT;

● profesiuli, magram, amasTan erTad, gaupirovnebeli

menejmenti;

● dagegmvis da saxelmwifo regulirebis, `diriJiz-

mis~ faseulobaSi rwmena.

lesemi da noibaueri miiCneven, rom racionalisturi

menejmentis principebi dakavSirebulia a. faiolias Sro-

mebTan.

holizmi niSnavs erTian Sexedulebas, anu erTian mid-

gomas, nawilis daqvemdebarebas mTelisTvis. holizmis/ide-

alizmis asocireba germanulenovan qveynebTan xdeba. ho-

listikuri menejmenti xasiaTdeba:

● koordinaciasa da integraciaze orientirebuli

sistemebiT;

● kooperaciiT da erToblivad miRebuli gadawyveti-

lebebiT;

● evoluciuri procesebiT;

● kerZo da sazogadoebrivi interesebis dabalanse-

biT;

● organizaciis da misi garemos urTierTdamokidebu-

lebis mimarT mgrZnobelobiT.

lesemis da noibaueris interpretaciaSi holizmi adam

smitis (laissez-faire) ekonomikuri Tavisuflebis principis

pirdapir urTierTsapirispiroa. organizaciis, misi Tanam-

Sromlebis da menejmentis roli unda ganixilebodes èr-

Tiani~ ierarqiis gaTvaliswinebiT raRac ufro mTlianis

moTxovnilebaTa konteqstSi, romlis mimarTac is (orga-

nizacia) Tavad gamodis mis nawilad.

humanizmi _ msoflmxedveloba damyarebuli adamianebs

Soris Tanasworobis, samarTlianobis, adamianurobis

principebze; igi gamsWvalulia adamianebis mimarT siyva-

ruliT, aseve _ adamianuri Rirsebis pativiscemiT da

28

zrunviT adamianebis keTildReobaze. humanizmis samSoblo

_ italia. humanisturi mimarTuleba agreTve damaxasiaTe-

belia espaneTisTvis, saberZneTisa da irlandiisTvis, ro-

melTa menejmenti damyarebulia:

● ojaxis da socialuri erTobis maRal rolze;

● piradi pasuxismgeblobis da movaleobis grZnobaze;

● wamowyebebze, romlebic emyareba ojaxs, koleqtivs

an socialur-ekonomikur erTobas;

● moqnilobasa da adapturobaze, Semgueblobaze

cvlad garemoSi;

● marTvis personificirebul da `kompaniur~ stilze.

humanizmi biznesSi momdinareobs ojaxisTavidan _ le-

semis da noibaueris terminologiiT _ romelic imavdro-

ulad gvevlineba mewarmis, lideris da socialuri Semoq-

medis saxiT.

gansxvavebuli Sefasebebis miuxedavad mkvlevarTa um-

ravlesoba aRiarebs xvadasxva mmarTvelobiTi modelis

arsebobas; isini Seesabameba calkeuli qveynebis da regi-

onebis faseulobaTa ierarqias, motivaciis sistemas, tra-

diciebs da a.S. da meore, amas xsnian erovnuli saqmiani

kulturis dominirebuli roliT kompaniis saorganizacio

kulturasTan urTierTqmedebaSi. ekonomikis globaliza-

cia da mravalerovnul kompaniaTa fenomeni aqtualurs

xdis erovnuli (an regionuli) saqmiani kulturis da

korporaciuli kulturis Sexamebis da urTierTqmedebis

sakiTxebs.

f. trompenaarsis mier wamoyenebuli mmarTvelobiTi

kulturis tipebis klasifikacia emyareba orgamizaciis

iseT maxasiaTeblebs, rogorebicaa: marTvis centraliza-

ciis xarisxi da Zalauflebis distancia (ierarqiuloba

an egalitarizmi, centralizebuli an decentralizebuli

marTva), mmarTvelobiTi funqciebis formalizaciis xaris-

xi (formaluri an araformaluri stili) da saqmianobis

miznobrivi mimarTuleba (orientacia pirovnebaze da pi-

29

rovnebaTSorisi urTierTobebi, an orientacia amocanebis

gadaWraze da miznebis miRwevaze).

gamoyofen korporaciuli kulturis oTx tips, esenia:

òjaxi~, èifelis koSki~, ìnkubatori~ da `TviTdamizne-

badi raketa~. ra Tqma unda, praqtikaSi kulturaTa es ti-

pebi erTmaneTze lagdeba, magram erTi maTgani SeiZleba

ganisazRvros rogorc dominirebuli konkretul qveyana-

Si, radgan meti xarisxiTa da zomiT Seesabameba iq arse-

bul kulturul-zneobriv principebs, qcevis stereotipeb-

sa da tradiciebs. ase magaliTad, `TviTdamiznebadi rake-

tis~ modelis principebi tradiciulad prevalirebs ev-

ropaSi angloholandiuri jgufis da skandinaviis qveyne-

bis kompaniebSi. èifelis koSkis~ modeli gabatonebulia

germaniaSi, avstriaSi, ungreTSi, avstraliaSi. model ìn-

kubators~ aqvs ara marto erovnuli Seferiloba (am mo-

delisken, kerZod, iswrafvis didi britaneTis, daniis bev-

ri wvrili da saSualo firma), aramed farTo gavrcele-

bac teqnopolisebSi. modeli òjaxi~ prevalirebs evro-

pis samxreTiT (italia, espaneTi, samxreT safrangeTi, sa-

berZneTi, kviprosi)1.

Tuki hofstedes da trompenaarsis modelebs ufro me-

ti kavSiri aqvs marTvis saSualo rgolis menejerebTan,

krenfildis kvleviTi programa Semoifargla umaRlesi

rgolis menejerebiT, gamovida ra im mosazrebidan, rom

maTi mmarTvelobiTi kultura SeiZleba gansxvavdebodes

saorganizacio kulturisgan. kvlevaSi, romelic tardebo-

da evropis rva qveyanaSi _ did britaneTSi, safrangeTSi,

germaniaSi, espaneTSi, avstriaSi, irlandiaSi, SvedeTsa da

fineTSi _ Camoayalibes ori kiTxva:

1) SeiZleba Tu ar dResdReobiT visaubroT top-menejmen-

tis erTnair (erTgvarovan) stilze evropaSi?

1 Тромпенаарс Ф., Хэмпден-Тернер Ч. Национально-культурные различия в контексте глобального бизнеса _ Мн. Попурри, 2004. _ С. 323.

30

2) Tuki stilebi gansxvavdeba, maSin rogoria menejmentis

sxvadasxva stilis gavlena kros-erovnul gundSi saorga-

nizacio qcevaze _ dadebiTi Tu uaryofiTi?

Sedegad moxda oTxi tipis kulturis identificireba

(cxr. 3), esenia: `konsensusuri~, `STamagonebeli~, èlitis-

turi~ da `direqtiuli~. amiT gamoirkva dRes menejmentis

saerTo-evropuli stilis ararealisturoba.

kulturis konsensusuri tipisTvis damaxasiaTebeli

Tvisebebia: ganxilva minimaluri SezRudvebiT, masSi yve-

la mxaris Cabma, organizaciaSi mdgomareobis miuxedavad.

gunduri suli am stilis sakvanZo Tvisebaa. top-menejere-

bi SvedeTidan (50%) da fineTidan (49%) sxvebze metad

xvdebian am kategoriaSi. aseT menejerebs efeqtiani komu-

nikaciiT da stabilurobiT adamianTa erToblivi saqmia-

nobis stimulirebis midrekileba aqvT.

direqtiuli stili fokusirdeba yvelaferze, razec

damokidebulia amocanebis Sesruleba; igi gamoiyeneba ro-

gorc miznis miRwevis xelSemwyobi stili. es modeli uf-

ro Seefereba top-menejerebs germaniidan (84%) da avstri-

idan (79%), radgan isini did mniSvnelobas aniWeben fun-

qciur da teqnikur kompetenturobas.

elitisturi tipi gviCvenebs konceptualuri debate-

bisTvis SesaZleblobebs da unars zemodan qvemoT lide-

robis stilis Sesabamisad. erTaderTi qveyana, romelic

am modelis maxasiaTeblebs Seesabameba _ es safrangeTia.

STamagonebeli tipi stimulirdeba momavlis proble-

mebze zrunviT da SenarCunebulia liderobis qarizmatu-

li stiliT. is, rom am jgufSi Sevida esoden gansxavebu-

li qveynebi _ espaneTi (74%), inglisi (73%) da irlandia

(62%) _ Semdegs metyvelebs: zogjer sagrZnoblad gansxva-

vebuli kulturuli tradiciebi SeiZleba davides msgavs

Tvisebebamde qcevasa da urTierTobebSi.

31

cxrili 31.

menejmentis oTxi tipis stili

STamagonebeli konsensusuri

qarizma

sworeba individebis liderul

unarebze

wesebi da procedurebi icavs

progress

TviTmotivacia

dominireba

qveynebi: inglisi, irlandia, es-

paneTi

gunduri suli

efeqtiani komunikacia

yuradRebis gamaxvileba saor-

ganizacio daproeqtebaze

Ria dialogi

gadawyvetilebebis miReba kon-

sensusis safuZvelze

qveynebi: SvedeTi, fineTi

elitisturi direqtiuli

mkacri disciplinis ararseboba

moqmedeba sakuTari gegmiT

strategiuli/konceptualuri

analitikosebi

araefeqtiani komunikacia

ambiciuroba

qveynebi: safrangeTi

funqciuri eqspertizis mniS-

vneloba mbrZanebluri urTier-

Tobebi damyarebuli lidero-

bis stilze

pasuxismgeblobis mkafio gana-

wileba orientacia discipli-

nirebulobaze

qveynebi: germania, avstria

aseTi rakursiT klasifikacia ganpirobebulia imiT,

rom evropuli kompaniebis swored maRali mmarTvelobiTi

rgolia evromenejmentis koncefciis matarebeli. kren-

fildis programis daskvna dadis iqamde, rom menejmentis

saerTo-evropuli stilis Camoyalibeba uaxloes momaval-

Si naklebrealuria, im dros, roca kros-erovnuli mmar-

TvelobiTi gundebis (jgufebis) funqcionirebis praqti-

kis gafarToeba perspeqtivaSi saSualebas mogvcems, er-

Tgvarovani gunduri stili SevqmnaT.

1 Myers A., Kakabadse A., Mc Mahon T., Spony G. Top management styles in Europe: impli-cations For business and cross-national teams // European Business Journal, 1995. _ P.21.

32

l i t e r a t u r a:

1. Люис Р., Деловые культуры в международном бизнесе, М. 1999; 2. Международный менеджмент, под ред. С. Е. Пововарова, С.П. 2005; 3. Симонова Л. М., Стровский Л. Е., Кросскультурные взаимодейст-вия в международном предпринимательстве, М., 2003; 4. Эпштеин М. З., Сравнительный менеджмент, С.П. 2003.

Evgeni Baratashvili Georgia. Technical University of Georgia. Full Professor

Clusterization of Cultures Summary

The article explores cultures relying on clusterization. The variety of differences across cultures led the researchers to the idea of distinguishing clusters. The clusters comprise cultures of countries with similar characteristics. The author discusses the approach by S. Ronen and Shankar, which distinguished eight main clusters according to five dimensions at the global scale. The approaches of Hotdgets and Luthans are also analyzed. The author deals with the issues of global convergence and divergence considering the diversity of cultures and their influence on management. ( He relies on the models by Hofstede, Trompenaars and the research program by Krenfield). The classification system of European management offered by Ronnie Lessem and Franz-Friedrich Neubauer is one of the important topics discussed in the paper.

33

evgeni baraTaSvili


revaz gvelesiani


biznesgaremos erovnul-kulturuli modelebi


universiteti

saqarTvelo, Tbilisi, ivane javaxiSvilis saxelobis


komparativistikuri anu SedarebiTi menejmenti warmo-

adgens menejmentis zogadi Teoriis nawils, romlis mTa-

vari mizania biznesis marTvis efeqtianobis amaRleba kom-

paniis sxvadasxva donis menejerebis mier sakuTari muSa-

kebis, saqmiani partniorebis qcevisa da maTi erovnul-

kulturuli Taviseburebebis gaTvaliswinebisa da swori

gamoyenebis xarjze. yovelive aRniSnulis safuZvelze Se-

iZleba SemuSavdes multinacionaluri koleqtivebis me-

nejmentis praqtikuli rekomendaciebi.

evropelebs kulturuli mravalferovnebis Semecnebis

kargi unari aqvT. menejmentis ucxour kulturasa da

stils isini ufro meti pativiscemiT epyrobian. magali-

Tad, Tu globaluri kompaniis Seqmna adgilobrivi kul-

turis ganadgurebis gareSe aSS-is farglebs gareT arse-

bul ganyofilebaSi `jeneral eleqtrikis~ firmisaTvis

did miRwevad iTvleba, `filipsis~ an `nestlesaTvis~ Cve-

ulebrivi ambavia.

evropul kompaniebs saxelmZRvanelo postebze SeuZ-

liaT daniSnon adgilobrivi menejerebi sakuTar sazRvar-

gareTul ganyofilebebSi. adgilobrivi mmarTvelobiTi

praqtikisa da bazrebisadmi adaptaciis evropuli tenden-

cia ucxouri operaciebis met decentralizacias iwvevs.

amave dros, iaponuri kompaniebi axorcieleben iaponur me-

nejments, aseve sakuTar korporaciul kulturas. decen-

34

tralizacia ar niSnavs korporaciuli kulturis sisus-

tes. piriqiT, korporaciuli kultura sakmaod Zlieri un-

da iyos. decentralizacia gamoiwvevs strategiuli fun-

qciebis multilokaciis aRiarebas, magaliTad, samecnie-

ro-kvleviTi da sacdel-sakonstruqtoro funqciisa. bevr

evropul farmacevtul kompanias aSS-sa da iaponiaSi Ta-

visi kvleviTi centrebi aqvs. aseTi strategia saTavo

firmasa da mis ucxour ganyofilebas Soris partniorul

urTierTobebs gulisxmobs.

aSS-sa da iaponiaSi menejmentis filosofia da praq-

tika xSirad ganixileba rogorc ukiduresoba. magaliTad,

mogebaze moklevadiani da zrdaze grZelvadiani orienta-

cia, xolo menejmentis evropuli stili menejmentis ame-

rikul da iaponur stilTa Soris Sualedur adgils ika-

vebs.

ùkiduresobebs Soris~ marTva SesaZloa warmoadgens

evropuli firmebis, qveynebisa da kulturebis urTier-

Tswavlebis Sedegs. mcire qveynebi _ holandia, belgia,

luqsemburgi da Sveicaria yvelaze kargad aSuqeben evro-

puli menejmentis arss aseTi swavlebis unaris demon-

strirebiT.

Tumca, evropuli menejmentis koncefcias sakmaod bev-

ri kritikosi hyavs. isini Tvlian, rom:

1. iseTi maxasiaTeblebi, rogoricaa adamianebze ori-

entacia warsuli periodis evropuli menejmentis praqti-

kas exeba. Tanamedrove pirobebSi socialuri sabazro me-

urneobisa da dasaqmebis saxelmwifo regulirebis prog-

ramebis Sedegia swored evropis qveynebSi umuSevrobis ma-

Rali done.

2. eWvqveS dgeba Sida molaparakebebis rolic gadaw-

yvetilebaTa miRebis praqtikaSi. ukeTes SemTxvevaSi SeiZ-

leba aRiniSnos Sida molaparakebebis mniSvneloba mxo-

lod ramdenime evropul klasterTa mimarT (holandia,

germania da skandinaviis qveynebi).

35

3. evropeli menejerebi metad mgrZnobiareni arian Ta-

vianTi ucxouri partniorebisa da konkurentebis Tavise-

burebaTa mimarT. maTi es Tviseba gamomdinareobs ara pi-

rovnebis erovnuli mikuTvnebis faqtoridan, aramed TviT

menejeris pirovnuli Tvisebebidan.

4. ùkiduresobebs Soris~ menejmentis sasargeblo ar-

gumentebi urTierTsawinaaRmdegoa, vinaidan arsebobs mi-

zezi imis dasamtkiceblad, rom amerikuli firmebi ufro

dabalansebuli poziciisaken miiswrafvian. igive SeiZleba

iTqvas iaponur firmebzec. evropuli menejmentis `Suale-

duri rgolis~ Sesaxeb daskvna ar iTvaliswinebs ameriku-

li da iaponuri menejmentis ganviTarebis Tanamedrove

tendenciebs, aseve globalizaciis procesebs, rac mmar-

TvelobiT praqtikaze axleburad fiqris saSualebas iZ-

leva.

amrigad, evropuli menejmentis ideis pesimistebi da

kritikosebi mas ixilaven rogorc mmarTvelobiTi miTo-

logiis sferos. ugulvebelsayofi ar aris èvropuli me-

nejerebis~ mzardi korpusic, romelsac multilokalur

garemoSi muSaobis unari gaaCnia. maTi ricxvi kidev ufro

gaizrdeba. Tumca, axlo momavalSi saeWvoa moxdes mmar-

TvelobiTi kulturis homogenizacia evropaSi da menej-

mentis arsebuli modelebis evropizacia, rogorc globa-

lizaciis gamovlena.

menejmentis germanuli modelis Teoriuli safuZvle-

bis fuZemdebelia gamoCenili mecnieri, ekonomisti maqs

veberi (1864-1920). mis mier SemuSavebuli koncefcia biu-

rokratiuli racionalizmis Sesaxeb klasikuri menejmen-

tis mniSvnelovani nawilia. veberi Tvlida, rom kompaniebi

unda imarTebodes racionalurad, e. i. `biurokratiulad~,

rac niSnavs marTvas ara pirdapiri Sefasebis safuZvelze,

aramed individebis mier garkveuli wesebisa da procedu-

rebis gamoyenebiT. formaluri racionalizacia veberis

mixedviT gulisxmobs process, romlis drosac miznis

miRwevis is saSualeba unda iqnes gamoyenebuli, romelic

36

determinirebulia universaluri wesebiT, kanonebiTa da

debulebebiT. koncefcia moicavda muSakTa Tanamdebobrivi

valdebulebebisa da pasuxismgeblobis mkveTr gansaz-

Rvras; formaluri angariSgebis warmoebas; sakuTrebisa

da marTvis funqciebis gamijvnas. es marTlac progresu-

li koncefcia iyo, romelic mecnierulad xsnida menej-

mentis arss. mocemulma mecnierulma Sexedulebam didi

gavlena moaxdina ara marto germanul, aramed sxva qveyne-

bis menejmentis skolebzec da igi dResac aqtualuria.

menejmentis franguli modelis fuZemdebelia cnobi-

li frangi mecnieri, SesaniSnavi inJiner-praqtikosi, anri

faioli (1841_1925). misma gamokvlevebma mniSvnelovani

wvlili Seitana klasikuri menejmentis TeoriaSi da

erovnuli menejmentis Camoyalibebis bazad iqca. faiolis

àdministraciuli menejmentis~ Tanaxmad, aucilebelia

muSakis specializaciis gazrda. es xels Seuwyobs samuSa-

os zustad Sesrulebas da mwarmoeblurobis gadidebas.

garda amisa, muSaki brZanebebs mxolod misi uSualo xel-

mZRvanelisagan unda iRebdes, anazRaurebac maqsimalurad

samarTliani unda hqondes. menejerebi megobrul da sa-

marTlian damokidebulebas unda avlendnen TavianTi qve-

Sevrdomebis mimarT da xels uwyobdnen maTi iniciativis

gamovlenas. xSiri sakadro cvlilebebi efeqturi ar aris.

da bolos, korporaciuli suli aucilebelia nebismier

organizaciaSi, romelic metad Zlier Zalas warmoadgens.

faiolis àdministraciuli menejmentis~ Teoria ax-

los dgas m. veberisa da f. teiloris racionalur Teo-

riebTan. Tumca, Tu f. teilori ZiriTad yuradRebas war-

moebis sistemebs aqcevda, a. faiolma menejmentis princi-

pebi mTlianad organizaciisaTvis SeimuSava. misi àdminis-

traciuli menejmentis~ arsi mdgomareobs imaSi, rom mec-

niereba emyareba individebis ara imdenad pirad Tvisebebs,

ramdenadac institutebsa da dawesebul wesrigs (kanonebs,

wesebs, instruqciebs, disciplinas).

37

ra Tqma unda, a. faiolis principebi araa universalu-

ri, Tumca mravali menejeri iyenebda maT organizaciis

marTvisas.

safrangeTs individualuri kulturis qveynis reputa-

cia aqvs, Tumca frangebi sxva adamianebis mimarT didi

gulisxmierebiT ar gamoirCevian. germanuli da amerikuli

saqmiani kulturebisagan gansxvavebiT, safrangeTi xasiaT-

deba poliqronuli kulturiT. es imas niSnavs, rom in-

formacia Tavisuflad ar vrceldeba, muSakebi xSirad ar

floben mas. frangebs SeuZliaT Seasrulon ramdenime saq-

me erTdroulad. maTi `mmarTvelobiTi àzrovnebis~ sa-

fuZvelia logika da argumentacia, aseve komunikaciis we-

rilobiTi forma.

frangi menejerebi TavianT saqmianobas afaseben ro-

gorc inteleqtualur gamoZaxils, rac moiTxovs gonebri-

vi unaris individualurad gamoyenebas. safrangeTSi mmar-

TvelobiT kadrebs umaRles profesiul skolebSi amzade-

ben. am skolebs maRali reputacia aqvT da orientirebu-

li arian saxelmwifo moxeleebis profesiul momzadeba-

ze. skolebis kursdamTavrebulebi qmnian sxvadasxvagvar

gaerTianebebs, romlebic metad gavlenian Zalas warmoad-

genen frangul politikasa da biznesSi. garda amisa, didi

mniSvneloba eniWeba umaRles profesiul saswavleblebSi

kandidatebis SerCevas. maRali konkursi aiZulebs abitu-

rientebs kargad moemzadon sabunebismetyvelo sagnebSi,

ganiviTaron abstraqtuli azrovneba.

rac Seexeba kerZo biznesisaTvis menejerTa momzade-

bas, igi xorcieldeba menejmentis 5 prestiJul skolaSi,

sadac 2 weliwadSi biznesis administrirebis magistris

diplomis miReba SeiZleba.

mmarTvelobiTi kadrebis momzadebas, swavlebasa da

gadamzadebas, garda umaRlesi profesiuli saswavleble-

bisa da universitetebisa, axorcielebs specializebuli

centrebis farTo qseli, romelic orientirebulia bizne-

sisa da menejmentis swavlebaze diplomis aRebis Semdeg.

38

am centrebs afinanseben savaWro-samrewvelo palatebi da

regionuli saxelmwifo organoebi.

safrangeTSi mTavroba mniSvnelovan rols asrulebs

yoveli kompaniis politikisa da strategiis gansazRvra-

Si, da xSirad, TviT top-menejerebis arCevaSic. kompanie-

bis xelmZRvanelebs SeiZleba meti gamocdileba hqondeT

saxelmwifo marTvaSi, vidre kerZo biznesSi. is faqti,

rom umsxvilesi franguli kompaniebis top-menejerebis

umetesi nawili yofili saxelmwifo moxeleebia, saxel-

mwifosa da biznesis mWidro da metad efeqtian urTier-

Tqmedebas uzrunvelyofs.

safrangeTis sazogadoebrivi cxovrebis yvela sfero-

Si centralizmi igrZnoba, maT Soris ekonomikaSic. mkac-

ri menejmenti axasiaTebs, rogorc saxelmwifos, ise kerZo

kompaniebs.

safrangeTi ekonomikis dagegmvis upiratesobas emxro-

ba. firmebis strategiuli gegmebi grZelvadiania. frangi

menejerebi Znelad aRiareben, rom raRac ar ician, iSvia-

Tad gaendobian TanamSromlebs, ar gauziareben TavianT

problemebs. kolegebs Soris urTierToba ufro metoqeo-

biTia. dawinaureba SromiT staJze, ganaTlebasa da kompe-

tenciazea damokidebuli. samsaxurSi miRebis dros umTav-

resia profesionalizmi, Tumca, gadamwyvet rols mainc

piradi urTierTobebi asrulebs. axali idea imdenad ip-

yrobs yuradRebasa da mxardaWeras, ramdenadac angariSga-

sawevia misi avtori.

safrangeTSi menejmenti calke profesiaa Tavisi moT-

xovnebiTa da wesebiT. frangi menejeris statusi ganisaz-

Rvreba ara imdenad saqmiani damsaxurebebiT, ramdenadac

warmomavlobiT, asakiT, ganaTlebiT, oratoruli xelovne-

bis flobiT. menejeris statusis miReba niSnavs mniSvne-

lovan karierul winsvlas. amasTan, ufro prestiJulad

iTvleba saxelmwifo samsaxuri, romliskenac TiTqmis yve-

la frangi miiltvis, radgan igi ufro maRalanazRaureba-

dia, vidre kerZo biznesSi.

39

menejmentis britanul modelSi gamoyofilia erovnu-

li kulturuli sistemis iseTi faqtorebi, rogoricaa

socialuri kultura, istoria, ganaTleba, ena, religia,

sxva kulturaTa zegavlena, politikuri da ekonomikuri

filosofia.

britanel mmarTvelebs ufro aSkarad aqvT gamokveTi-

li individualizmi, vidre espanelebs an brazilierebs.

britanelebi ufro mizanmimarTuli, Caketili arian, rac

erTobliobaSi usaxo da formalur saqmian atmosferos

qmnis. menejerebsa da rigiT muSakebs Soris urTierTobe-

bi arapersonificirebulia da davalebebis Sesrulebazea

orientirebuli. xelmZRvaneli rigiTi muSakis pirad

cxovrebaSi ar monawileobs.

britanul sawarmoo urTierTobebSi klasobriv

struqturas didi roli akisria. ojaxuri warmomavloba,

ganaTleba da aqcentic ki, adamians ama Tu im socialuri

klasis mikuTvnebis statuss aniWebs, rac mniSvnelovnad

zemoqmedebs muSakebs Soris, menejerebsa da mewarmeebs

Soris urTierTobebze. dabali rgolis menejerebsa da

umaRlesi rgolis menejerebs (`TeTrsayeloianebi~) Sori-

sac arsebobs `klasobrivi~ gansxvaveba. `TeTrsayeloia-

nebs~ ufro SesamCnevi upiratesobebi aqvT: Zalaufleba,

statusi, Sromis pirobebi, Sesvenebaze gasvlis gansxvave-

buli wesi da dResaswaulebis Catarebac ki.

miuxedavad imisa, rom ekonomikuri ganviTarebis bri-

tanuli modeli ufro Zlieri da konkurentunariania,

vidre germanuli an franguli socialur-sabazro mode-

lebi, inglisis samecniero da saqmian wreebSi kidev msje-

loben ekonomikis mwarmoebluri donis Semcirebis mizez-

Ta Sesaxeb. cnobili amerikeli mecnieri maikl porteri

miiCnevs, rom biznesis britanul skolebs maRali reitin-

gi aqvT, ris gamoc didi raodenobiT ucxoel studenteb-

sa da msmenelebs izidaven. mmarTvelobiTi kvalifikaciis

problemebi ZiriTadad dabali da saSualo rgolis mene-

jerebs exebaT. Tumca, mogvianebiT, porterma britanuli

40

menejmenti ufro kritikulad Seafasa da miiCnia, rom bri-

tanuli firmebis mmarTvelobiTi kultura Znelad izia-

rebs inovaciebsa da cvlilebebs, igi ufro tradiciebis

mimdevaria. muSakTa motivacia mraval dargSi tradiciu-

lad dabali rCeba.

menejmentis dabali done, rac ekonomikis mwarmoeb-

lurobis daqveiTebis mizezad iqca, Tavis mxriv, pirdapir

kavSirSia ganaTlebis britanuli sistemis naklovanebeb-

Tan, rac aseve sadiskusioa.

maRalxarisxiani britanuli ganaTleba mravalTaTvis

araa xelmisawvdomi. ufro metic, ganaTlebis sistemaSi,

sadac upiratesoba eniWeboda humanitarul mecnierebebs,

klasikur enebsa da literaturas, sainJinro saqme da teq-

nologiebi, miT ufro menejmenti, komercia da biznesi, me-

orexarisxovnad iTvleboda. aRniSnulma zegavlena moax-

dina sazogadoebaze mTlianad da kerZod menejmentzec.

erTis mxriv, arsebobs maRalganaTlebuli specialistebis

mcire jgufi, romlebic kargad arian momzadebuli pro-

fesiuli saqmianobisaTvis, xolo meore mxriv, menejerebi-

sa da muSakebis sakmaod didi raodenoba, romlebsac ar

gaaCniaT aseTi yovelmxrivi ganaTleba da unar-Cvevebi.

dRevandeli britaneTis saxelmwifo MBA (biznesis ad-

minstrirebis magistri) programebis Seqmnasa mxardaWera-

ze ufro met subsidiebs gamoyofs. 100-ze met biznes-sko-

laSi ukve arsebobs aseTi programebi. britaneTis zogier-

Ti skola biznes-ganaTlebis elitaSi Sedis, xolo mis

kursdamTavrebulebze didi moTxovna arsebobs.

did britaneTSi organizacia warmoadgens amocanaTa

sistemas, sadac mniSvnelovania imis codna, Tu ra unda

gakeTdes, vidre vis aqvs Zalaufleba da uflebamosileba

Sesrulos dasaxuli amocanebi. swored aqedan gamomdina-

reobs organizaciis struqtura da ierarqia arsebobs

mxolod pasuxismgeblobis delegirebisaTvis. aqedan ga-

momdinare, menejeris Zalaufleba da uflebamosileba mi-

si funqciebiT ganisazRvreba.

41

gadawyvetilebis miRebis britanuli stili konserva-

tulia. gadawyvetilebis miReba xorcieldeba dauwereli

wesebiTa da piradi kavSirebis gamoyenebiT. amave dros, am

procesSi individebi ufro meti individualobisaken miis-

wrafvian. britaneli mmarTvelebi ufro iyeneben urTier-

Tobisa da pragmatizmis meTodebs, cdiloben metad Seis-

wavlon pirovnebaTSorisi urTierTobebis unar-Cvevebi. es

gamomdinareobs Zalauflebis SedarebiT dabali discip-

linidan. britaneli menejerebi naklebad emyarebian Tavi-

anT Zalauflebriv uflebamosilebas, xolo misi muSakebi

ar ufrTxian gansxvavebuli azris gamoTqmas, radgan maT-

Tvis damaxasiaTebelia konsultaciebi gadawyvetilebebis

miRebis procesSi.

marTvis britanuli struqtura xasiaTdeba partnio-

ruli urTierTobebiT yvela doneze. frangi menejerebisa-

gan gansxvavebiT, britanelebs gadawyvetilebis miRebis

procesSi CarTuli hyavT TavianTi muSakebi, amitom nakle-

bad avtoritarulebi arian, vidre frangebi.

iseve, rogorc ganxiluli qveynebis menejerebs, skandi-

naviel menejerebsac marTvis sakuTari stili aqvT. magali-

Tad, Svedebi msoflioSi cnobili arian Tavisi humanuri

faseulobebiT da TanasworuflebianobiT sazogadoebaSi.

aRniSnulTan mWidrodaa dakavSirebuli garSemomyofebze

zrunvac. SvedeTSi socialuri uzrunvelyofis yvelaze

ganviTarebuli sistemaa, kerZod, mSp-is yvelaze didi wili

gamoyofilia ganviTarebadi qveynebis dasaxmareblad.

Svedebis saqmiani kultura xasiaTdeba zomierebiTa

da TavSekavebiT. maT cxovrebaSi yvelaze mTavaria ori

ideali, romlis SenarCunebasac isini mTeli cxovrebis

manZilze cdiloben. pirveli, esaa samuSao, rac maTi

cxovrebis arsia. meore, esaa cneba: `SeiZleba~ da àr Se-

iZleba~, rasac mkacrad icaven.

menejmentis Sveduri stili gansxvavdeba sxva kultu-

rebisagan ierarqiulobiT: araformaluri urTierTobebi,

menejerebisa da muSakebis statusSi umniSvnelo gansxvave-

42

ba, organizaciuli struqturis rbili da araformaluri

dagegmva. ucxoeli menejerebisaTvis aseTi struqtura ga-

ugebaria, radgan igi ufro rTulia, vidre mkveTrad gan-

sazRvruli biurokratia. zogjer igi aixsneba rogorc

ufro misaRebi, agebuli kargad ganviTarebul informaci-

ul komunikaciebze.

kontroli Svedur kompaniebSi araformaluria da aS-

kara. isini kontrols ar ganixilaven misaReb mmarTvelo-

biT funqciad.

Sved menejerebs ar uyvarT brZanebebis gacema. iTvle-

ba, rom TavianTi pasuxismgeblobis farglebSi muSakebs

SeuZliaT damoukideblad gaakeTon daskvnebi. Sedegad ga-

dawyvetilebis miRebis procesi SedarebiT xangrZlivia da

gafantuli.

Svedur kompaniebSi gadawyvetilebebis miRebisas kon-

sensusi gadamwyvet rols asrulebs. kargi menejeri, Sve-

duri standartebis Sesabamisad iyenebs Tavisi persona-

lis kreatulobas da motivacias. igi unda xelmZRvane-

lobdes Tavis muSakebs ara sakuTari Tanamdebobrivi

mdgomareobiT, aramed kooperaciisa da TanamSromlobis

gaZlierebis meSveobiT. Svedi menejeris kidev erTi mTava-

ri Tvisebaa mosmenis unari. Tavis TanamSromlebTan msje-

lobebisas profesionalma menejerma isini unda daarwmu-

nos argumentebiTa da faqtebiT. emociuroba problemis

ganxilvisas araa misasalmebeli.

menejmentis Sveduri modeli or mTavar elements moi-

cavs – delegirebasa da koleqtivizms. delegireba moi-

cavs uflebamosilebisa da pasuxismgeblobis gadacemas im

adamianebze, vinc muSaobs menejeris daqvemdebarebaSi,

maTTan erTad gadawyvetilebebis miRebas da maTi inicia-

tivis waxalisebas. koleqtivizmi TiToeuls saSualebas

aZlevs Tavi jgufis wevrad igrZnos da maT ufro infor-

mirebulad da pirad srulyofilebaSi dainteresebulad

aqcevs. muSaki zrdis Tavisi muSaobis efeqtianobas prob-

lemis damoukideblad gadaWris gziT. menejeri upirate-

43

sobas aniWebs ufro imoqmedos ara xelmZRvanelis pozici-

idan, aramed maswavleblis, damkvalianeblis, konsultan-

tis poziciidan. Svedur organizaciebSi TanamSromlebs

yvela doneze aqvT Tavisufleba gadawyvetilebebis miRe-

baSi da wamoWrili problemebis gadaWraSi xelmZRvanelis

mxridan miTiTebisa da brZanebebis gareSe.

menejmentis arc erT erovnul models ar miuqcevia

iseTi yuradReba, rogorc iaponurs. sul mcire xnis win

igi erT-erT efeqtian menejmentis modelad iqna aRiarebu-

li.

iaponuri marTvis praqtika XIX-XX saukuneebis mijna-

ze ZiriTadad dasavleTis zegavlenas ganicdida, rogorc

warmoebis organizaciis, ise misi marTvis sferoSi. aSS-is

okupaciuri reJimis zemoqmedebis qveS myofi iaponia da-

savluri, kerZod, amerikuli menejmentis racionaluri

ideebis gamoyenebas cdilobda.

iaponuri mmarTvelobiTi sistemis fenomenis gasarkve-

vad sxvadasxva koncefciebi da modelebia SemoTavazebu-

li. ìaponuri fenomenis~ mkvlevarebi aqcents akeTebdnen

im sxvadasxvaobaze, rac arsebobda iaponur da amerikul

kompaniebs Soris. ìaponuri specifika~ ganixileboda qvey-

nis istoriul-kulturuli unikalurobis konteqstSi,

kerZod, es exeboda mTeli sicocxlis manZilze daqirave-

bis, ufrosobis mixedviT dawinaurebisa da firmis struq-

turaSi arsebul profkavSirul sistemebs.

iaponuri menejmentis modelma omis Semdgom periodSi

rigi evoluciuri etapebi gaiara. ekonomikis globaliza-

cia, informaciuli ekonomikis gaZliereba, aseve axdens

gavlenas marTvis meTodebze iaponur kompaniebSi. sicoc-

xlis manZilze daqiravebis sistemis dros muSakebi erTi

da igive firmaSi Sromoben misvlis dRidanve pensiaze

gasvlamde. aseTi muSaki pirvelive dRidanve Tavs stabi-

lur samuSaoze Tvlis, e. i. sanam firma funqcionirebs,

misi dasaqmeba garantirebulia. mZime finansur-ekonomikur

44

situaciaSic ki msxvili kompaniebi iSviaTad aTavisufle-

ben muSakebs samsaxuridan.

rogorc cnobilia, iaponiaSi ufrosi asakis adamiani

da firmis veterani ufro maRal xelfass iRebs umcros-

Tan an axlbedasTan SedarebiT. ufrosisadmi pativiscema

yovelTvis iyo da rCeba qcevis normad iaponiaSi. amitom

iaponelma menejerebma Tavisi muSakebis SromiTi aqtiuro-

bis regulirebas ufrosobis principi daudes safuZvlad.

Tumca, iaponeli menejerebi yuradRebas aqceven adami-

anis unarsa da ganaTlebas, magram maTTvis asaki da staJi

mainc ufro ganmsazRvrelia kandidatTa dawinaurebis

dros.

garda asakisa da staJisa, aranaklebi mniSvneloba

aqvs muSakis ganaTlebis donesac. umaRlesi ganaTlebis

adamianebs maRali rgolis menejeris Tanamdebobebi ukavi-

aT. sauniversiteto ganaTlebis armqone muSakebs ki mxo-

lod dabali da saSualo mmarTvelobiT donemde SeuZli-

aT dawinaureba.

iaponuri profkavSirebi yalibdebian ara profesiuli

an dargobrivi principiT, aramed uSualod sawarmoSi.

erT firmaSi mxolod erTi profkavSiris organizeba Se-

iZleba, gansxvavebiT britanuli sistemisa.

garda aRniSnuli faqtorebisa, iaponuri menejmenti

gamoirCeva sawarmoo swavlebiTac, kerZod, roca umaRle-

si ganaTlebis adamianebi iaponur kompaniebSi iwyeben mu-

Saobas, maTTvis specialuri kursebi yalibdeba, sadac

axali muSakebis firmis meTodebisa da stilisadmi swra-

fi da racionaluri adaptireba xdeba. muSaki `koleqtiu-

ri TamaSis~ wesebsa da ileTebs swavlobs da koleqtiviz-

mis suliT imuxteba.

gadawyvetilebebis miRebis procesi iaponur kompanieb-

Si Semdegi niSnebiTY xasiaTdeba: gadawyvetilebis SemuSa-

veba mimdinareobs `qvemodan-zemoT~. igi emyareba riskisa

da pasuxismgeblobis ganawilebis princips; gadawyvetile-

bebi miiReba konsensusis gziT mravaljeradi molaparake-

45

bisa da konsultaciebis meSveobiT dainteresebul mxare-

ebs Soris. aseTi modeli demokratiuli principebis gata-

rebas gulisxmobs.

garda amisa, arsebobs kidev erTi forma gadawyvetile-

bebis miRebis procesSi, roca ama Tu im sakiTxze werilo-

biTi dokumenti dgeba (mas amzadeben dabali rgolis mene-

jerebi) qvemodan zemoT mmarTvelobiTi ierarqiis yovel

doneze pasuxismgebeli pirebis mowonebis SemTxvevaSi.

dasavleTis menejerTa TvalsazrisiT, gadawyvetile-

baTa miRebis iaponuri sistema araefeqtiani da araracio-

naluria. Tumca, TviT iaponelebis azriT, mas gaaCnia ri-

gi naklovanebebi (rogoricaa dabali rgolis an rigiTi

muSakebis iniciativaze orientacia ufro maRali rangis

menejerTa SedarebiTi pasiurobisas). magram mTavari am

sistemaSi koleqtivis wevrebs Soris harmoniuli urTier-

Tobebia, vinaidan warmatebis SemTxvevaSi igebs mTeli ko-

leqtivi, iseve rogorc zaraldeba warumateblobis dros.

iaponuri menejmentis erT-erTi Taviseburebaa jgufi-

sadmi mikuTvnebis momenti, jgufuri fsiqologia. arc erT

sxva sazogadoebaSi ise ar fasdeba jgufuri atmosfero,

jgufSi fsiqologiuri klimati, rogorc iaponiaSi. ko-

leqtivizmze dafuZnebuli iaponuri menejmenti pirovneba-

ze zegavlenis moralur-fsiqologiuri berketebis mTel

arsenals iyenebs. upirveles yovlisa, esaa koleqtivis wi-

naSe movaleoba, rac iaponur mentalitetSi sircxvilis

grZnobis tolfasia.

iaponur sazogadoebaSi subordinaciis princips um-

kacresad icaven. mTavar mcnebad miCneulia: àkeTe, rac ge-

valeba~, romelsac orgvari gageba aqvs: Tavis gamoCena,

ufrosebis gaswreba dauSvebelia, xolo xelqveiTebis saq-

mis keTeba _ saTakilo. icode Seni adgili, moiqeci ro-

gorc wesia, akeTe Seni saqme. ai, iaponelTa cxovrebisa da

saqcielis momwesrigebeli dauwereli kanonebi.

iaponeli menejerebi gadawyvetilebis miRebas ar Cqa-

roben, kategoriul brZanebebs ar iZlevian, xelqveiTebs

46

gasakeTebel saqmes mxolod faqizad mianiSneben. maTi sa-

metyvelo enac specialurad asea agebuli. sakiTxis gan-

xilvis dros, Tu sapirispiro azri gamoiTqva, am sakiTxs

maSinve ar gadawyveten, samomavlod gadadeben, urTier-

TSeaTanxmeben, kvlav ganixilaven da a.S.

da kidev erTi, metad arsebiTi da sayuradRebo ram:

dedamiwaze ar arsebobs sxva xalxi, ase rom swamdeT

swavla, ase sjerodeT, rom yovelgvari keTildReobis sa-

Tave mxolod codnaa. albaT, maTi warmatebis umTavresi

saidumloc swored amaSia.

iaponelebi Tvlian, rom kompania ekuTvnis ara mis aq-

cionerebs, rogorc aSS-Si, aramed kompaniis muSakebs. aqe-

dan gamomdinare, rogorc menejerebis, ise rigiTi muSake-

bis cxovreba da samsaxurebrivi kariera kompaniis warma-

tebazea damokidebuli.

marTvis nebismieri sistemis erT-erTi ZiriTadi Semad-

genelia is, rom am sistemaSi mTavar rols asrulebs mene-

jeri, kerZod, mmarTvelobiTi korpusis umaRlesi rgoli.

am rgolis umTavresi Tvisebaa elitaroba, rac gamomdina-

reobs maRal Tanamdebobebze kandidatebis upiratesi Ser-

Cevidan, romlebic SeZlebuli fenebidan arian da aqvT Se-

saZlebloba miiRon prestiJuli ganaTleba. Tumca, bolo

wlebSi SeimCneba niWieri muSakebis dawinaurebis tenden-

cia, rac umaRlesi mmarTvelobiTi korpusis socialuri

bazis gafarToebas Seuwyobs xels. Tu dasavleTis kompa-

niebSi maRali rgolis menejerebs qiraoben da aqcioner-

Ta krebis mier nebismier dros SeiZleba gaTavisuflebul

iqnen samuSaodan, iaponur kompaniebSi menejerTa mdgoma-

reoba ufro stabiluria: isini `kompaniis xalxad~ iwode-

bian, romelTac gavlili aqvT gza rigiTi muSakidan umaR-

les mmarTvelamde da ndobiTa da maRali avtoritetiT

sargebloben.

iaponur kompaniebSi swored prezidenti da direqtor-

Ta sabWo iRebs yvela sakvanZo gadawyvetilebas, maT So-

47

ris sakadro sakiTxebis Sesaxebac, xolo aqcionerTa kre-

ba, ZiriTadad, formalur rols asrulebs.

dasavluri kompaniebis menejerTa ZiriTadi amocanaa

aqcionerTa interesebis uzrunvelyofa da maTi yvela Za-

lisxmeva mimarTulia maqsimaluri mogebis misaRebad, vina-

idan dividendebis gacema yovelkvartalurad an weliwad-

Si orjer xdeba. isini iZulebuli arian yvelaferi iRo-

non momgebianobis maRali donis SesanarCuneblad, rac

mniSvnelovnad zRudavs maT Tavisuflebasa da SesaZleb-

lobebs operatiul marTvasa da strategiul dagegmvaSi.

iaponur kompaniebSi umaRlesi menejmentis Zalisxmeva

gadatanilia aqcionerTa interesebis uzrunvelyofidan

kompaniis stabiluri ganviTarebis pirobebis Seqmnaze.

amis Sedegad iaponeli menejerebi moqmedebaTa ufro met

Tavisuflebas floben, vidre maTi dasavleTeli kolegebi

da kompaniis ganviTarebis erTiani strategiis SemuSaveba-

ze metad arian dakavebuli, rac ara marto poziciebis Se-

narCunebis saSualebas iZleva, aramed bazarze wilis ga-

didebis pirobasac qnis.

didi xnis manZilze marTvis iaponurma sistemam aCvena

Tavisi maRalefeqtianoba da ucxoeli da iaponeli speci-

alistebis mier ganixileboda rogorc qveynis ekonomiku-

ri warmatebebis erT-erTi ZiriTadi faqtori. Tumca, 1990

wels ekonomikuri situaciis mkveTrma gauaresebam serio-

zuli gamocdis winaSe daayena es sistema, gansakuTrebiT

sakadro menejmentis sferoSi. personalis marTvis praq-

tikaSi iaponur firmebSi sul ufro aqtiurad inergeboda

teqnologiebi, dasavleTisaTvis, gansakuTrebiT marTvis

amerikuli stilisaTvis damaxasiaTebeli meTodebiTa da

midgomebiT.

koreuli menejmenti warmogvidgeba rogorc marTvis

iaponuri modelis ùnikaluri~ asli, rac bunebrivia, ba-

debs kiTxvas koreuli menejmentis arsebobis Sesaxeb.

Tumca, am kiTxvaze pasuxis miuxedavad, samxreT koreisad-

mi aranaklebi interesi arsebobs, vinaidan esaa qveyana,

48

romelic Zalian swrafad gadavida agraruli sazogadoe-

bidan industriul ekonomikaze.

saxelmwifo aqtiurad ereva ekonomikaSi, urTierTqme-

debs msxvil koreul korporaciebTan. koreis ekonomikis

warmatebebi emyareba mis mmarTvelobiT kulturas, rom-

lis calkeul formas Tavisi fesvebi qveynis kulturul

da instituciur tradiciebSi aqvs gadgmuli. marTvis ia-

ponur sistemasTan msgavsebis garda, koreul menejments

iaponuri menejmentisagan rigi Taviseburebebi ganasxva-

vebs. kerZod:

� mudmivi daqiravebis sistema ufro moqnilia _ mu-

SakTa gaTavisufleba misaRebia, xolo TviT muSakebs sa-

muSaos Secvla Tavisuflad SeuZliaT;

� gadawyvetilebis miRebaSi top-menejmenti ufro av-

toritarulia da erTpirovnuli;

� msxvili firmebis umetesobas maTi damfuZneblebis

ojaxi marTavs.

koreuli saqmiani kulturis Taviseburebaa ierarqiu-

loba, romelic damyarebulia pirovnebaTSorisi urTier-

Tobebis tradiciul konfuciur sistemaze. mkacrad ierar-

qiul piramidaSi SeuZlebelia ori pirovnebis absolutu-

rad Tanabari statusi, Tu isini megobrebi ar arian. ierar-

qiuloba bevrgan daexmera koreul ekonomikas samuSao Za-

lis disciplinirebaSi, brZanebebis usityvo SesrulebaSi,

ramac qveyanaSi politikuri stabiluroba da maRali sa-

warmoo disciplina uzrunvelyo. sxva mxriv, zedmeti ie-

rarqiuloba metad seriozul problemad iqca bolo dros,

radgan aferxebs iniciativas da SemoqmedebiT azrovnebas,

karieris zrdas. Tu dasavlur sazogadoebaSi niWieri da

Wkviani menejeri swrafad ikeTebs karieras, asakiT ufro-

sebs, magram nakleb kompetenturebs uswrebs, koreul sazo-

gadoebaSi yovelive es praqtikulad SeuZlebelia.

konfucis memkvidreobad iTvleba koreelebis Sromi-

Ti eTika. konfucianeloba yovelTvis afasebda daZabul

da sistematur Sromas, TviTdisciplinas koleqtivSi mu-

49

Saobis dros. koreelebis Sromismoyvareobam, rac xSirad

erovnul xasiaTTan asocirdeba, SesaZlebeli gaxada ome-

biT, korufciiTa da politikuri arastabilurobiT gaRa-

takebuli qveyana mokle drosi ayvavebuliyo.

tradiciul warmodgenebTanaa dakavSirebuli samsaxu-

rebrivi dawinaureba koreul firmebSi, sadac adre gadam-

wyvet rols asrulebda muSaobis staJi. dRes es wesi sul

ufro metad icvleba, magram mTlianobaSi mainc daniSvnisa

da gaadgilebis erT-erT umTavres faqtorad rCeba. nebismi-

erma muSakma kargad icis, Tu rodis daawinaureben, ase

rom intrigebisa da zurgs ukan dasmenebis mizezi ar arse-

bobs. yovelive es saSualebas iZleva miRweul iqnas stabi-

luroba da harmonia Sigaorganizaciul urTierTobebSi.

Cinur menejments zogjer `Cinuri ojaxuri mewarmeo-

bis xelovnebas~ uwodeben. Cinuri marTva, ZiriTadad, oja-

xuri koncefciis mixedviT xorcieldeba. Tu iaponiaSi

korporacia ojaxia, CineTSi ojaxia korporacia. korpora-

ciuli organizaciis birTvi aq saojaxo biznesia.

Cinuri kompaniebis saojaxo struqtura kargad avlens

Tavis Tavs Sromatevad dargebSi, sasaqonlo bazrebze, sa-

banko saqmeSi. saojaxo kompania metad moqnilia. gadawyve-

tilebebi wuTierad miiReba. msxvil ierarqiul organize-

bul kompaniasTan SedarebiT, Cinuri kompania ufro kar-

gad pasuxobs bazris mudam cvalebad moTxovnebs. magram

iseT kapitaltevad msxvil dargebSi, rogoricaa naxevar-

gamtarebis warmoeba, TviTmfrinavTmSenebloba, manqanaT-

mSenebloba, navTobqimiuri produqciis warmoeba, Cinuri

kompaniebi mowinave adgils uTmoben dasavleT evropis,

aSS-isa da iaponiis kompaniebs.

is, rac Cinur menejmentad iwodeba, 1978 wlidan Ta-

riRdeba. Tumca, sxvadasxva periodis, aseve calkeuli

dargisa da regionis mixedviT SeiZleba Cinuri menejmen-

tis klasifikacia. mecnierTa azriT, CineTSi adamianiuri

resursebis marTvis arsebuli praqtika sabazro ekonomi-

kis principebs emyareba. kerZod, muSakTa xelfasi Sesru-

50

lebuli samuSaos xarisxzea damokidebuli. maTi Sromis

Sefaseba individualur, raodenobriv, fulad da konku-

rentul safuZvelze xorcieldeba. inJinrebisa da meneje-

rebis xelfasi damokidebulia bazarze axali produqciis

komercializaciaze, misi gayidvis moculobaze, momxmare-

belTa kmayofilebaze, produqtis Seqmnis xarjebsa da mis

win wawevaze.

menejmentis aseTi modeli ufro gavrcelebulia Ci-

nur kompaniebSi da igi ufro `kapitaluria~, vidre arse-

buli mmarTvelobiTi praqtika iaponur da, Tundac, ameri-

kul firmebSi.

ukanasknel wlebSi arsebiTi cvlilebebi moxda mene-

jerebis statusSi. isini ufro met avtonomias floben.

bevr Cinel menejers ganaTleba miRebuli aqvs dasavleT

evropis, aSS-isa da iaponiis elitur skolebSi da, buneb-

rivia, samSobloSi dabrunebis Semdeg, TavianT saqmianoba-

Si am qveynebSi gavrcelebul da aRiarebul mmarTvelo-

biT teqnologiebs aqtiurad iyeneben.

Tanamedrove Cinuri menejmentis formirebaze moqmed

ZiriTad faqtorTa ricxvSia is cvlilebebi, romlebic

mimdinareobs gare da Sida ekonomikur garemoSi, organi-

zaciul strategiasa da struqturaSi, mmarTvelobiT

kulturaSi. Cinuri menejmentis momavali damokidebulia

ekonomikur garemoSi mimdinare cvlilebebze, rac msof-

lio ekonomikaSi da globalizaciis procesebSi CineTis

adgils gansazRvravs.

Cinuri menejmentis ganviTarebaze arsebiT gavlenas

moaxdens CineTis sabazro ekonomikis realuri statusis

mopoveba, struqturuli reformebis gafarToeba da mTli-

anobaSi sabazro gardaqmnebis gaRrmaveba. Sida da gare

ekonomikur garemoSi cvlilebebis mTavari efeqti meneje-

rebisaTvis gamovlindeba mmarTvelobiT strategiasa da

organizaciul kulturaSi. imis mixedviT, ekonomikuri ga-

remo Tu rogori konkurentunariani iqneba, igi mmarTve-

lobiT strategiul gadawyvetilebebSi aisaxeba.

51

mmarTvelobiT kulturaSi cvlilebebi dakavSirebu-

lia qveynis sxvadasxva regionis organizaciul kultura-

sa da faseulobebTan. magaliTad, Crdilo-aRmosavleT

provinciebSi, sadac ufro saxelmwifo sawarmoebi domini-

reben, bunebrivia, sawarmoo biurokratias eqneba adgili,

xolo samxreT-aRmosavleT provinciebSi _ samewarmeo ti-

pis kultura.


1. baraTaSvili e., komparativistuli menejmenti, J. ekono-

mika, 2008, #10;

2. baraTaSvili e., menejmentis erovnul-kulturuli mo-

delebi, J. ekonomika, 2008, #12;

3. Daniels J. D., Radebaugh L.H., International Business. Environments and Operations, Prentice Hall, Pearson Education Inernational, 2000.

Evgeni Baratashvili Georgia. Technical University of Georgia. Full Professor Revaz Gvelesiani Georgia. Ivane Javakhishvili Tbilisi State University. Full Professor

National Cultural Models of Business Environment Summary

The paper deals with the analysis of the national cultural models of business environment. The authors consider that on the basis of understanding and making appropriate use of the behaviours and national cultural characteristics of the employees and business partners, managers of various levels can make practical recommendations for managing multinational collectives.

The authors discuss the conception of the European management values and the primary information is grouped, which helps to make proven assessment of the advantages of this conception. Precisely, the national characteristics of the German, French, British, Swedish, Japanese, Korean and Chinese models are given. The authors analyze their traits and the advantages of their application.

52

giorgi goroSiZe

mecnierebaTa doqtori, asistent-profesori

n. gilauri

magistri

samewarmeo saqmianobis Taviseburebani qarTul

sociokulturul garemoSi



saqarTvelos sazogadoebrivi cxovrebis Tanamedrove

pirobebSi sul ufro metad izrdeba samewarmeo saqmiano-

bis mniSvneloba, vinaidan saxelmwifo sistemaSi mimdinare

reformebi aRar iZleva yvela arsebuli saxelmwifo or-

ganizaciis finansuri uzrunvelyofis SesaZleblobas. iz-

rdeba umuSevroba da adamianebi dgebian sakuTari Zale-

biT samuSao adgilebis Seqmnis aucileblobis winaSe. am

mxriv samewarmeo saqmianobis wamowyeba xSirad pirveli

rigis amocanad gvevlineba. saqmis wamowyeba rom sasurve-

li SedegebiT dagvirgvindes, saWiroa adekvaturi strate-

giis SemuSaveba, romelSic garda saqmis sworad warmoe-

bis wesebisa, unda iyos asaxuli biznesis specifikisTvis

adekvaturi warmodgenebi da ganwyobebi. mxolod saqmis

warmoebis codna formalur doneze ar qmnis warmatebis

garantiebs biznesSi. masSi didia wona da mniSvneloba

adamianuri faqtoris Taviseburebebis.

biznesi adamianebsa da kompaniebs Soris specifikur

urTierTobaTa rTul sistemas warmoadgens. biznesis sfe-

roSi moRvawe kompanieis mTavar mizans Seadgens is, rom

SeimuSavos iseTi strategiebi, romlebic miznobriv mom-

xmarebelTan momgebian urTierTobas Camoayalibebinebs. is

koncefcia, romlis mixedviTac momxmarebeli upirateso-

bas im produqts aniWebs, romelic misTvis fasiT xelmi-

sawvdomia, erT-erTi uZvelesia, romelic dRemde warmate-

biT marTavs mwarmoeblebs da gamyidvelebs. am koncefci-

is farglebSi kompaniebis xelmZRvanelobis yuradReba Zi-

53

riTadad warmoebis gaumjobesebasa da saqonlis distri-

buciis efeqtianobaze aris koncentrirebuli.

bevri kompania sazogadoebas sTavazobs iseT marke-

tingul programebs, romelTa safuZvelzec ajildoveben

im myidvelebs, romlebic saqonels xSirad an didi rao-

denobiT yiduloben. rogorc mdidari praqtika aCvenebs,

momxmareblisTvis kmayofilebis miniWeba rac ar unda Zvi-

ri dajdes, mainc kargi finansuri maCveneblebis sawinda-

ria. kmayofili momxmareblebi stabilurad yiduloben

kompaniis saqonels dRevandel maRalkonkurentul bazar-

ze. kompanias SeuZlia sakuTar Tavs misces ufleba, rom

dakargos fuli erT garigebaze, Tu es mas myidvelTan

grZelvadian momgebian urierTobebas SeanarCunebinebs.

kompaniebi xvdebian, rom myidvelis dakargva ufro metia,

vidre ubralod erTi gayidvis dakargva. es niSnavs im ga-

yidvebis nakadis dakargvas, romelsac momxmarebeli gana-

xorcielebda Tavisi cxovrebis ganmavlobaSi. kompaniebma

unda moizidon iseTi momxmareblebi, romlebTanac iTanam-

Sromloben xangrZlivad. intensiuri kvlevebi am sferoSi

ZiriTadad ufro bolo xanebSi xorcieldeba. mas didi

mniSvneloba aqvs awmyosa da momavlisTvis, vinaidan mom-

xmareblis kmayofilebazea damokidebuli biznesis mrava-

li saxeobis arseboba da ganviTarebis perspeqtivebi [1], [2].

mewarmeobis umniSvnelovanes safuZvels kargad gamar-

Tuli da efeqtianad momuSave sabanko sistema warmoad-

gens. Tanamedrove bankebi, rogorc wesi, maTTvis momxma-

reblis qcevis momgebianobas gansazRvraven iseT specifi-

kur faqtorebze dayrdnobiT, rogorebicaa sabanko anga-

riSis saSualo balansi, angariSze warmoebuli saqmiano-

bis moculoba, gamoyenebul sabanko momsaxurebaTa speq-

tri, bankis filialebSi momxmareblebis vizitTa raode-

noba da sxva. am mxriv dagrovil informacias banki iye-

nebs imisaTvis, rom gadawyvitos, misces Tu ara klients

krediti standartulze ufro dabali saprocento ganak-

veTiT. mogebis momtani klientebi, xSir SemTxvevaSi, iRe-

54

ben imas, rac surT. am viTarebas, rasakvirvelia, riskic

Tan axlavs, magram bankebis umravlesobas swams, rom sar-

gebeli riskze maRla dgas.

winaswarma dakvirvebebma gviCvenes, rom biznesiT daka-

vebuli pirebis damokidebulebebi mewarmeobis mimarT sag-

rZnoblad varirebs asakis, sqesis da eTnikuri kuTvnile-

bis mixedviT. gansxvavebulia agreTve biznesis warmatebis

maCveneblebic. Cveni kvlevis mizans warmoadgenda is, rom

dagvedgina, Tu ra Taviseburebania damaxasiaTebeli im

pirTaTvis, romlebic bizness efeqtianad awarmoeben.

adamianebi iqcevian imis Sesabamisad, Tu ra warmodge-

nebi (Teoriebi) gaaCniaT samyaros mowyobis Sesaxeb. yvela

cdilobs sakuTri warmodgenebi da moqmedebis `wesebi~ im

jgufis wevrebs gauziaros, romelsac miekuTvneba. e.i. am

subieqtur SexedulebaTa didi nawili ojaxuri, megobru-

li, saqmiani da sxva socialuri kavSirebis meSveobiT

vrceldeba. biznesis efeqtianoba didwilad aris damoki-

debuli aseT kavSirebze da masSi moRvawe subieqtebis Se-

xedulebebze. es exeba rogorc saqonlisa da momsaxure-

bis warmomdgenebs (mwarmoeblebs), ise maT momxmareblebs

(iuridiul da fizikur pirebs). Cven mier Catarebul ga-

mokvlevaSi nacadi iyo ZiriTadad sabanko momsaxurebis im

momxmarebelTa Seswavla, romelTa umravlesoba eweva sa-

mewarmeo saqmianobas. Tavad bankis muSaoba Seswavlili

iyo mis mier warmodgenil momsaxurebaTa saxeobebis prio-

ritetulobis TvalsazrisiT. kvleva Catarda Cven mier Se-

muSavebuli ori kompaqturi kiTxvaris gamoyenebiT, ro-

melTagan 7 kiTxviani kiTxvari emsaxureboda sabanko mom-

saxurebis momxmarebelTa kmayofilebis dadgenas, xolo 8

kiTxviani kiTxvari emsaxureboda biznesSi Tanxebis gamo-

yenebis strategiebis dadgenas.

kvlevaSi monawileoba miiRo `prokredit bankis~ fi-

lialebis momsaxurebaTa 500-ma momxmarebelma (mewarmem),

romelTa Soris 318 aris erovnebiT qarTveli, 97 _ somexi,

67 _ azerbaijaneli da 18 _ berZeni.

55

gamokiTxulTagan 280 aris qali (222 mewarme 20-dan 35

wlamde asakis; 58 mewarme 35 welze meti asakis), xolo 220

aris kaci (167 mewarme 20-dan 35 wlamde asakis; 53 mewarme

35 welze meti asakis).

momxmarebelTa kmayofilebis Semswavleli da Cven mi-

er adaptirebuli kiTxvari [3] Seicavs Semdeg kiTxvebs:

1. kmayofili var miRebuli momsaxurebiT; 2. kmayofi-

li var bankis muSakTa mopyrobiT; 3. kmayofili var rCeve-

biT romlebsac maZleven; 4. megobrebsac vurCevdi am ban-

kiT sargeblobas; 5. servisebis saxeoba Seesabameba Cems

miznebs; 6. kmayofili var momsaxurebis dabali tarifiT;

7. met kmayofilebas maniWebs momsaxurebis siswrafe. am

kiTxvaris safuZvelze miRebuli Sedegebi warmodgenilia

cxrilSi 1.

rogorc Sedegebidan irkveva, qarTvelebi zogadad da

qalTa genderuli kategoria konkretulad met upirateso-

bas aniWeben vadian anabars, romlisTvisac damaxasiaTebe-

lia momsaxurebis meti stabilu-roba da minimizirebulia

SesaZlo riskebi. aseTi arCevani SeiZleba qalebis fsiqi-

kis TaviseburebebiT iyos nakarnaxevi. isini am tipis mom-

saxurebis moxmarebas ufro gonivrulad miiCneven.

rigiT meore, farTod xmarebul sabanko momsaxurebas

warmoadgens Semnaxveli anabari fizikuri pirebisTvis. mas

metwilad arCeven somxebi, azerbaijanelebi da berZnebi.

es moxerxebuli anabaria damoukideblad moqmedi komerci-

uli saqmianobisTvis. misi efeqtiani gamoyeneba swrafi

moqmedebis saSualebas iZleva da zrdis Semosavlebis maC-

veneblebs. is, rom qarTvelebi sagrZnoblad CamorCebian

sxva erovnebis warmomadgenlebs am strategiaSi, dadebi-

Tad ar metyvelebs maT samewarmeo alRosa da biznesis

ganviTarebis perspeqtivebis Sesaxeb. es metad damafiqrebe-

li faqtia da iTxovs qarTuli populaciis samewarmeo

saqmianobisadmi koreqtuli sistemuri midgomis SemuSave-

bas, vinaidan didia misi xvedriTi wili qveynis ekonomi-

56

kur procesebSi, romlis ganviTarebis tempebic jer-jero-

biT arasaxarbieloa.

cxrili 1.

bankis mier SeTavazebul momsaxurebaTa reitinguli monacemebi

(sixSireebi), Sedgenili 8 kategoriis momxmarebelTa arCevanis

safuZvelze:

mesame moTxovnil anabars warmoadgens sabavSvo Sem-

naxveli anabari `Cemi yulaba~, romliTac ufro sargeb-

qarTvelebi

somxebi

azerbaijane

lebi

berZnebi

asaki 20-35

asaki 35-is

zeviT

qalebi

kacebi

vadiani anabari 48 5 5 1 32 28 68 12

moqnili anabari 23 1 3 - 22 11 31 9

zrdadi anabari 15 6 2 5 38 15 18 15

sabavSvo anabari 41 8 2 1 33 14 27 13

sabavSvo Semnaxveli

anabari "Cemi yula-

ba"

15 7 4 2 26 18 10 26

Semnaxveli anabari

fizikuri pirebisaT-

vis

11

14

11

5

73

2

22

14

Semnaxveli anabari

iuridiuli pirebi-

saTvis

3 9 3 1 28 9 6 29

komunaluri gadax-

debi 21 - 4 4 19 15 33 36

swrafi fuladi

gzavnilebi 33 23 10 7 32 8 23 18

saqarTvelos teri-

toriaze

swrafi fuladi

gzavnilebi.

29 4 - - 18 2 28 12

kreditebi 26 22 20 2 62 10 14 42

57

loben ufrosi asakis adamianebi da qmnian SvilebisTvis

aucilebel safinanso bazas.

kreditebiT ki ufro metad sargebloben axalgazrde-

bi da agreTve mamakacebic. kreditebi seriozuli wamowye-

bebisTvis aris ufro gamosadegi da samomavlo gegmebis

ganxorcielebisTvisaa gamiznuli. am tipis aqtivoba biz-

nesis klasikuri formebis ganviTarebisTvis gamoiyeneba.

qarTveli axalgazrdebi zogadad da qarTveli mosaxleo-

bis mamakacTa kategoria rac ufro intensiurad Caebmebian

samewarmeo saqmianobaSi da SeimuSaveben biznesisTvis

adekvatur strategiebs, miT ufro sasikeTod aisaxeba es

rogorc maT pirad, ise mTlianad sazogadoebis keTil-

dreobaze.

rac Seexeba Tanxebis gamoyenebis da biznesis warmoe-

bis strategiebis Seswavlas, isini vikvlieT Cven mier

Sedgenili 8 kiTxviani kiTxvariT, romelic agebulia da-

naxarjis, saqonelbrunvis da mogebis cnebebaTa kombina-

ciebis safuZvelze. am kombinaciebidan respondentebis mi-

er ufro realisturad miCneuli da niSandoblivi aRmoC-

nda Semdegi: 1. mcire danaxarjebi, dabali saqonelbrunva,

mcire mogeba. 2. mcire danaxarjebi, dabali saqonelbrun-

va, didi mogeba; 3. didi dnaxarjebi, dabali saqonelbrun-

va, didi mogeba; 4. didi dnaxarjebi, maRali saqonelbrun-

va, didi mogeba.

am monacemebidan ZiriTadad ikveTeba 1-li da me-4

strategiebis meti mniSvneloba samewarmeo saqmianobaSi

Cveni qveynis biznesSi arsebuli viTarebis adekvaturi Se-

fasebis TvalsazrisiT. am gamokvlevis erT-erT yvelaze

mniSvnelovan Sedegad unda iqnes miCneuli is, rom gamoik-

veTa ori diametralurad sapirispiro strategia biznesis

warmoebis sferoSi. kerZod: qarTveli mewarmeebi sesxis

aRebis dros da Semdgomi samewarmeo saqmianobis ganxor-

cielebisTvis xelmZRvaneloben danaxarjebis minimizaci-

is, dabali saqonelbrunvis da mcire mogebis miRebis

motivaciiT, xolo somexi, azerbaijaneli da berZeni

58

cxrili 2.

8 kategoriis momxmarebelTa mier biznesisTvis adekvatu-

rad miCneuli strategiebis reitinguli monacemebi

(sixSireebi)

mewarmeebi xelmZRvaneloben swrafi moqmedebis, meti dana-

xarjebis gaRebis, finansebis da saqonelbrunvis daCqare-

bis motivaciiT. efeqtiani da ganviTarebaze orientirebu-

li biznesisTvis meore ufro adekvaturi da efeqtiania,

vidre pirveli, rac qarTvel mewarmeebs am kuTxiT saTana-

do unarebis gavarjiSebaze da maT mier biznesis meti gan-

viTarebis did saWiroebaze mianiSnebs.


1. qris raisi. SevicnoT momxmarebeli (momxmareblis

qceva). teqinformi, 2001;

2. Д.Ф. Энджел, Р.Д. Блэкуэлл, П.У. Миниард. Поведение пот-

ребителей. СПб: Питер, 2000.

3. Department of Human Services Division of Rehabilitation Services

FFY, 2007, Report, Summary of Consumer Satisfaction Survey - FFY 2007.

qarTvelebi

somxebi

azerbaijane

lebi

berZnebi

asaki 20-35

asaki 35-is

zeviT

qalebi

kacebi

1. mcire danaxarjebi -

dabali saqonelbrunva -

mcire mogeba

162 25 19 4 12 20 138 54

2. mcire danaxarjebi -


didi mogeba

43 4 10 1 22 17 23 29

3. didi danaxarjebi -


didi mogeba

25 12 21 6 21 5 28 16

4. didi danaxarjebi -

maRali saqonelbrunva -

didi mogeba

21 41 2 7 73 8 37 85

59

George Goroshidze Georgia. Ivane Javakhishvili Tbilisi State University. Assistant-professor N. Gilauri Georgia. Ivane Javakhishvili Tbilisi State University graduate student Characteristics of Enterpreneurship In Georgian Sociocultural

Environment Summary

This article analyzes the differences of various ethnic groups (Georgians, Armenians, Azerbaijanians and Greeks) in small businesses. This work studies how dominant is the inadequacy and underestimation towards small businesses in Georgian ethnic culture and looks into the main reasons of that. For this reason we composed a questionnaire which was filled by 500 small enterpreneurs. Several factors were pointed out, after analyzing which in several cases it turned out that Georgian population is more oriented and gives more priority to low prices, short term profit and less risk. All those factors are essential to manage business. Non Georgian population (Armenians, Azerbajanians and Greeks) is more oriented on fast turnover business, long term goals, risks etc. Therefore, in small business there is a strong need to work out a modern and adequate system of business trainings for Georgian population.

60

ekaterine gulua ekonomikis akademiuri doqtori, asistent-profesori

organizaciuli kulturis transformirebis orientirebi



henri mincbergis azriT ,,kultura aris organizaciis

suli – rwmena da Rirebulebebi da is, Tu rogor arian

isini gacxadebuli. me vfiqrob, struqtura aris rogorc

ConCxi, xorci da sisxli, xolo kultura aris suli, ro-

melic sagnebs erTad kravs da aZlevs sasicocxlo Za-

las“.

organizaciuli kulturis Sefaseba SesaZlebelia mi-

si gamomxatveli komponentebis analiziT, rogorebicaa:

istoria, tradiciebi, materialuri simboloebi, ena; rwme-

nebi – gageba, Tu rogor ukavSirdeba erTmaneTs miznebi

da ideebi; organizaciaSi damkvidrebuli rutinuli qceve-

bi; jgufebis mier gaziarebuli normebi; dominanturi Ri-

rebulebebi – mtkice, xangrZlivvadiani rwmena imis Sesa-

xeb, Tu ra aris mniSvnelovani; molodini – gageba imisa,

Tu rogor ganviTardeba movlenebi organizaciaSi; Tanam-

Sromlebisadmi, momxmareblebisadmi damokidebulebis gan-

msazRvreli organizaciuli politikis filosofia; or-

ganizaciaSi arsebuli TamaSis wesebi; organizaciis kli-

mati; inovacia da riskis gawevis unari; artifaqtebi – or-

ganizaciuli kulturis aspeqtebi, romelsac xedav, ismen

da grZnob.

kulturis maxasiaTeblebis SefasebiT SesaZlebelia

msjeloba imaze, Tu ra kavSirSia kultura da zogadad

organizacia eTikur-moralur normebTan, rac Tavis mxriv,

garkveuli daskvnebis gakeTebis saSualebas iZleva im

socialur-ekonomkur garemoze, ra pirobebSic uwevs or-

ganizacias funqcionireba.

61

mecnierTa SromebSi vxvdebiT organizaciuli kultu-

uris mravalsaxeobis farTo speqtrs: ganasxvaveben aqtua-

lizaciis donis mixedviT: sust, Zlier, agresiul, kon-

struqciul, pasiur organizaciul kulturebs; orienta-

ciis mixedviT: novaciaze da riskisaTvis mzaobaze orien-

tirebuli kultura; stabilurobaze orientebuli; saqme-

ze orientirebuli; Sedegebze orientirebuli; koleqtivze

orientirebuli; pirovnebebze orientirebuli

cnobili ingliseli mecnieri Carlz hendi ganasxva-

vebs organizaciuli kulturis oTx saxeobas: apolonis,

zevsis, aTenas da dionises kultura.

apolonis (rolis) kultura xasiaTdeba mkveTri biu-

rokratiiT, ierarqiuli sistemiT, sadac gadawyvetilebis

miRebis procesSi dominireben maRali ierarqebi, romelTa

rolebi zustadaa gawerili. es mkveTri biurokratiuli

sistemaa. Seesabameba xSir SemTxvevaSi sajaro organiza-

ciebis specifikas.

zevsis (erTmmarTvelis) kultura. sadac faseulobebs

da kulturis sxva yvela Semadgenels gansazRvravs erTi

pirovneba, romelic aris organizacaSi yvelaze gavlenia-

ni. is umetes SemTxvevaSi aris umaRlesi ierarqi. is aris

erTpirovnulad gadawyvetilebis mimRebi piri. am SemTxve-

vaSi organizaciaSi gadawyvetilebebi swrafad miiReba.

kulturis es saxeoba dominirebs saojaxo biznesSi, rome-

lic SesaZlebelia Camoyalibdes rogorc msxvili, ise, sa-

Sualo da wvrili biznesis SemTxvevebSi. es igive Zalis

kulturaa, romelSic xSirad rTuldeba adaptireba siax-

leebTan.

aTenas (davalebaTa Sesrulebaze orientirebuli)

kultura qmnis davalebebze orientirebul jgufebs, rom-

lebic iSlebian SesrulebisTanave da erTiandebian sxva

jgufebSi axali davalebebis Sesasruleblad. es Zvirad-

Rirebuli organizaciis saxeobaa, sadac gaerTianebulni

arian maRali rangis maRalanazRaurebadi TanamSromlebi.

es kultura xSirad gvxvdeba matriculi organizaciuli

62

struqturis mqone firmebSi, sadac xorcieldeba Semoqme-

debiT samuSaoebi da didia siaxleebis saWiroeba. magali-

Tad, konsaltinguri, programuli uzrunvelyofis firme-

bi.

dionises (egzistencialuri) kultura iZleva indivi-

dualuri interesebis xorcSesxmis, miznebis miRwevis da

ganviTarebis did SesaZleblobebs. misi wevrebi Tavisufa-

li profesonalebi arian. isini iReben gadawyvetilebebs

TavianTi kompetenciis farglebSi. administraciis direq-

tivebi nulovania. warmatebiT atareben msgavs kulturas

universitetebi, Teatrebi da sxva maRalkvalificiuri spe-

cialistebiT dakompleqtebuli dawesebulebebi.

organizaciaSi kulturis gonivruli cvlilebebi Cve-

ulebriv xorceldeba erTiani procesis meSevobiT (nax. 1).

nax. 1. kulturis cvlilebis procesis etapebi

organizaciaSi kulturis cvlilebebis saWiroebis ga-

azreba unda efuZnebodes kvlevas, romlis Sedegadac

vlindeba dasaqmebulTa damokidebuleba organizaciisad-

mi. kulturis sasurveli kondiciaa miRweuli, rodesac

vlindeba rom organizaciaSi momuSave yvela saWiro pi-

rovnebas moswons samuSao adili; sjera, rom misi warma-

teba mis mondomebazea damokidebuli; akmayofilebs ga-

samrjelo da icis rom msgavs organizaciebSi analogiur

samuSaoze naklebs ixdian; karieris marTvis sistema sa-

marTliania; gamWvirvalea TanamSromelTa waxalisebis

sistema; organizacia iZleva TviTgamoxatvis SesaZleblo-

bas; miaCnia, rom samuSao iTxovs daZabul muSaobas, Tumca

Seesabameba mis SesaZleblobebs; sruliad endoba uSualo

xelmZRvanels; yovelTvis gamoxatavs sakuTar mosazre-

bebs; icis Tu ras moelis misgan menejeri. msgavsi idea-

luri mdgomareoba organizaciebSi sakmaod Znelad misaR-

63

wevia da mudmiv zrunvas saWiroebs. amitomac mniSnelova-

nia kulturis cvlilebis, rogorc konkretuli mudmivi

procesis Camoyalibeba.

kulturis Secvlis procesi saWiroebs pirvel etapze

analizs Tu ra xarvezebiT xasiaTdeba arsebuli kultu-

ra, ra sfero saWiroebs cvlilebs. diagnostirebis Sem-

dgom etapze cvlilebebis ganmaxorcielebeli subieqtebi

da konkretuli miznobrivi jgufebi imaRleben kvalifika-

cias aRniSnul sakiTxebTan dakavSirebiT, romelic Ziri-

Tadad xorcieldeba trenirebis gziT. treningis safuZ-

velze miRebuli codnis da gaazrebuli cvlilebebis

proeqtis Sesabamisad, xdeba organizaciuli kulturis

cvlilebebis procesis danergva, Semdeg ki, xorcieldeba

Sedegebis gazomva – cvlilebaTa ganxorcielebis Sedegad

miRebuli efeqtianobis Sefaseba.

cvlilebebis procesi organizaciaSi umeteswilad

ukavSirdeba winaaRmdegobebs. imisaTvis, rom cvlilebebi

iyos naklebad mtkivneuli, organizacia irCevs cvlilebe-

bisa da winaaRmdegobebis Semcirebis strategiebs: Tanam-

SromlebisTvis cvlilebebis aucileblobis dasabuTeba;

menejmentis Secvla; reorganizacia; tradiciebis ganaxle-

ba; TanamSromlebis SerCevis, socializaciis, motivaciis

da Sesrulebuli samuSaos Sefasebis sistemebSi cvlile-

bebi; Zveli tradiciebis aRmofxvris meTodebis SemuSave-

ba. cvlilebebisadmi winaaRmdegoba SedarebiT naklebia,

rodesac organizacia mniSvnelovani krizisis winaSea, ic-

vleba organizaciis menejmenti, rodesac cvlileba xor-

cieldeba axalgazrda da mcire zomis organizaciebSi,

susti organizaciuli kulturis mqone organizaciebi ad-

vilad itanen msgavs cvlilebebs, risi Tqmac SeuZlebe-

lia Zlieri organizaciuli kulturis SemTxvevaSi.

organizaciuli kulturis cvlilebebis orientire-

bisTvis mniSvnelovania ara TviT kulturis cvlilebebze

orientacia, aramed mudmivad ganaxlebadi, adaptirebadi

kulturisaTvis Zireuli safuZvlis Seqmna. am Tvalsazri-

64

siT aucilebelia organizaciis wevrebis ,,filtraciis“

(SerCeva – dawinaureba – gaTavisufleba) procesis daxve-

wa. Seswavlili unda iyos organizaciis TiToeuli wev-

ris eqstraversiis done, mzaoba TanamSromlobisaTvis,

Segneba, emociuri stabiluroba, aRqmis Tavisebulebebi,

TviTkontrolis xarisxi, makiavelizmis done, TviTSefase-

bis done, adaptirebis unari, riskisadmi damokdebuleba,

erovnuli kulturis kuTvnilebis done da maxasiaTeble-

bi. organizacias unda hqondes gamokveTili, kargad gaaz-

rebuli politika personalTan mimarTebaSi. aucilebelia

individualuri midgomebi, maRalkvalificiuri, siRrmise-

uli Seswavla da xangrZlivvadiani dakvirvebebi. organi-

zaciaSi unda gairkves grZelvadiani da moklevadini miz-

nebisTvis saWiro pirebis, saWiro rezervebis, kulturas-

Tan da miznebTan araTavsebadi pirebis vinaoba. iolad

misaxvedria, rom es procesi SesaZlebelia wlebis man-

Zilze gagrZeldes. SesaZloa did barierad iqces is faq-

ti, rom axali tipis kulturasTan SeuTavsebeli kadrebi

cdiloben TavianTi faseulobebi danergon axal Tanam-

SromlebSi, rac aseve safrTxes uqmnis cvlilebaTa mizan-

mimarTul process. amitomac umniSvnelovanesia sociali-

zaciis da kulturasTan dakavSirebuli trenirebis goniv-

ruli organizeba. dasaqmebulebisTvis cxadi unda iyos,

Tu ra aris faseuli organizaciaSi, ra Tvisebebi da qme-

debebia waxalisebuli, da rogor isjeba mxardaWeril

faseulobebTan SeuTavseblobis SemTxvevebi.

dabalansebuli organizaciuli kultura organizaci-

is warmatebisaTvis mniSvnelovani fundamentia. aq igulis-

xmeba organizaciuli da pirovnuli interesebis SeTanaw-

yoba da dabalanseba. es orientirebic aqtualuria, vinai-

dan praqtikaSi arsebobs garkveuli paradoqsebi. eTikuri

kultura gulisxmobs, rom pativs scems pirovnebis faseu-

lobebs, upiratesobas aniWebs TanamSromelTa Sexedule-

bebis nairgvarobas, Tumca amave dros organizaciis inte-

resebTan Tavsebadi qcevis wesebi am TavisuflebaTa mniS-

65

vnelovnad SemzRudvelia. swored aqedan gamomdinarea

mniSvnelovani, organizaciam ipovos pirovnebebi, romle-

bic bunebrivad Seesabamebian organizaciaSi aRiarebul

da mxardaWeril faseulobebs da uzrunvelyos organiza-

ciisa da pirovnebebis sinergiuli funqcionirebisa da

ganviTarebis procesi.


1. http://www.mbajunction.com/career/culture_org.htm

2. http://carmazzi.net/leadership_centered_vision_culture.html 3. http://pakistanihr.blogspot.com/2009/12/charles-hendys-organization-culture.htm 4. Stephen P. Robbins, Mary K. Coulter, Management, 2008 – 720 pages

Ekaterine Gulua Georgia. Ivane Javakhishvili Tbilisi State University, Doctor of Economics, Assistant-professor

The Orientations of Organisational Culture Transformation Processes

Summary According to Henry Mintzberg “Culture is the soul of the organization

— the beliefs and values, and how they are manifested. I think of the structure as the skeleton, and as the flesh and blood. And culture is the soul that holds the thing together and gives it life force.”

Alanyzing the organizational culture, we can thought of its components. such as: history; language; values; beliefs; material symbols; routine behaviors; norms shared by teams; dominant values; guiding philosophy for policies toward employees and customers; The rules of the game for getting along in the organization; The climate of the organization; The ability of innovation and risking; Artifacts; Assumptions.

Organizational cultures are classified as strong, weak, aggressive, con-structive, passive cultures. Also, there are innovation and risk-taking Cul-tures, tasks oriented, attended to detail; outcome oriented; people oriented;

66

team oriented; oriented to stability. Charles Hendy suggests interesting or-ganizational culture classification. He distinguishes four cultures: 1. Apollo-Role; 2. Zeus-Club Culture; 3. Athens-Task Culture; 4. Dionysius-Existential Culture.

Each organizational culture has its own advantages and weaknesses according to the organizational goals, needs, size, sector belonging.

Organization culture change process begins with the discovery of change needs, which is followed by training process, internal project implementation and evaluation of measurable results.

It is important to realize fundamental changes, creating adaptive culture, rather than shift organizational culture. Organizational culture transformation process first of all needs adaptive staff, open for changes and modern challenges, with high level of emotional intelligence. It needs to evaluate personal characteristics, their correspondence with supporting organizational values to discern wether people are suitable to the goals and strategy and improve personal, groups, teams and organizational synergetic functioning and developing processes.

67

DR IRENEUSZ T. DZIUBEK Deputy Head of the Institute of Management

SOCIO-CULTURAL ASPECTS OF EMIGRATION AND MIGRATION IN POLAND

Poland, Kalisz, Państwowa Wyższa Szkoła Zawodowa im. Prezydenta S. Wojciechowskiego

The essence of socio-cultural emigration and migration in Poland with taking into consideration various aspects has been presented in this work. The result of the research has been supported with the statistical data acquired from specialist centres and offices. The issue of migration has been included in this outline on the background of the events that took place in the world economy. The problem of immigration to Poland has been presented selectively, together with planned solutions.

In the phase of socio-economic changes after 1989, Poland has become a place of many changes, including demographic ones. The period since the end of the World War II became a benchmark, when yearly increase in number of population had been noted. It was the effect of the positive birth rate. 90ties of 20th century and the beginning of 21st century brought the turn of this trend – the birth rate had started to fluctuated around zero, and number of population had started to fall down. Characterized above changes not only did concern weaker demographic dynamic, but also unfavourable restructuring of the population’s age. In years 1990-2007 the participation of people below 14 in the population was decreased nearly two times, whereas participation of people at 65 and more was increased by 3 percentage points. The above had not been without influence on the forecasts and assumed priorities of the country development. A dilemma had appeared: should there be taken advantage of the potential arising from the increase of the life expectancy, or should there be assumed expensive socio-economic results of the changes in the sphere of the age structure (compare: Table 1).

68

Table 1. Poland. Elderly people according to 5-year age groups (In thousands of people).

Years Popula-

tion

Together age of 60 and more

60-64 65-69 70-74 75-79 80-84 Age 85

and more

2005 2010 2015 2020 2025 2030

38 157,1 37 899,2 37 625,9 37 228,8 36 598,0 35 693,0

6 559,8 7 517,4 8 753,2 9 834,6 10 341,4 10 646,2

1 484,0 2 352,9 2 747,1 2 719,5 2 242,3 2 137,1

1 541,9 1 371,2 2 190,6 2 574,4 2 562,3 2 123,6

1 394,2 1 360,0 1 222,9 1 972,0 2334,4 2 339,3

1 108,8 1 333,9 1 121,5 1 020,5 1 666,6 993,5

676,8 791,2 822,2 823,7 763,4 1 273,0

354,0 508,3 649,1 724,4 772,4 779,6

Source: Group of strategic advisors of Polish Prime Minister (elaboration)

Poland 2030. Priorities of the country’s development, Krynica 2008, p. 11, [in:] www.polska.2030.pl.

It has to be emphasized at this point that in the first decade of 21st century, Poland remains in demographic sense still a relatively young country, however, the tendencies that have been observed indicate that the situation is going to change. It is also indicated by comparison of demographic load indexes1, according to which, the percentage of people at economically productive age consistently decreases.

In 2005 young people load index was 0,2 and the value for elderly people was the same2. Predicted changes will be taking an unfortunate turn of events, which displays Table 2. The economical load index will be growing in the process (compare: Table 3).

Table 2. Poland. Relation of the number of people at an economically post-productive age to the number of people at a productive age. For 1000 people at economically productive age there are:

in 2007 in 2010 in 2020 in 2030 in 2040 in 2050 248

persons 261

persons 372

persons 437

persons 512

persons 659

persons

At economically non-productive age. Source: Uścińska G., Zalewska H., Przyszłość demograficzna a

zabezpieczenie społeczne, Warszawa 2009 p. 6, [in:] www.rpo.gov.pl.

1 Demographic load index: meaning number of people at economically pre- or post- productive age, in relation to people at economically productive age. 2 Analogical values of indexes were: for France 0,3 and 0,3; for Germany 0,2 and 0,3; for Italy 0,2 and 0,3. Potential of the countries out of Europe is much bigger. In comparison, values of both indexed were: for China 0,3 and 0,1; for Brazil 0,4 and 0,1; and for India 0,5.

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Table 3. Poland. Economic load index understood as a quotient of the number of people at a non-productive age to number of people at a productive age.

For 1000 people at economically productive age there are:

in 2007 in 2010 in 2020 in 2030 in 2040 in 2050

553 persons 550 persons 681 persons 731 persons 775 persons 952 persons

at non-productive age. Source: Źródło: Uścińska G., Zalewska H., Przyszłość demograficzna a

zabezpieczenie społeczne, Warszawa 2009 p. 7, [in:] www.rpo.gov.pl.

As a consequence, there is a necessity of making a choice between consuming the effects of an economic growth, which stems from relatively low initial quantity and relatively still advantageous demographic situation, and saving and investing in the future as well as preparing for incoming changes in the structure of people’s age. Although those changes in majority arise from generally positive tendencies (such as the increase of life expectancy), they can cause the tensions at incorrectly designed institutional solutions.

In relation to the changes which take place in the sphere of the total fertility rate, it will be also a choice between passive observation of the occurring processes, or taking up temporary actions without sufficient analyses, and on the other hand a conscious, well-thought-out actions that serve to reinforce the positive, or weaken the negative tendencies, when it is really demanded. Such choices in a large extent will decide about the future of Polish generation, which will be joining the labour market.1

Described above negative demographic phenomena will influence labour resources2 in a negative way, because in the view of the years to come, they may increase only slightly.3

In the analyzed context, there are also important people’s plans con-cerning ending of work career. The research done by Główny Urząd Statystyczny GUS (Central Statistical Office) shows that almost every third

1 Boni M. (red.), Polska 2030. Wyzwania rozwojowe, Kancelaria prezesa Rady Ministrów, Warsaw 2009, p.47-48. 2 In Poland, the notion of labour resources currently includes people below 65. 3 Boni M. (red.), Polska 2030. Wyzwania rozwojowe, Kancelaria prezesa Rady Ministrów, Warsaw 2009, p. 70.

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person in Poland plans to work as long as possible. The least number of people, because 8,6% declares ending of the career (or the search of it) until the age of 60. 13,2% of people is not able to determine their plans. People, who predict ending their work career between the age of 60 and 64, and people, who predict ending of their career at the age of 65 and later, made circa 12% each of the general number of the respondents. Residents of cities are more determined than residents of villages, as they more often provide specific age of predicted end of work career, or at least approximate age range. Whereas, a bigger percentage of village residents plans working as long as possible (35,1% to 31,6% for cities residents), or is not able to de-termine their plans yet (14,2% to 12,6%).1

The observed phenomena were strictly connected to functioning in Po-land rules concerning retirement. As long as preferable ways are concerned, most of respondents (51 on 100) has indicated as the best way of going into retirement a total cease of working after reaching a certain age. More than 38 persons on 100 have opted for a possibility to combine a full pension with working, and the least (nearly 11 on 100) prefers gradual decrease of the employment with a simultaneous draw of the pension. The group that stands out the most are people who have completed higher education. The most frequently they point out the possibility to combine work with a full pension (55,4%). As well as employed and unemployed are concerned, the best way of going into retirement is a possibility to combine full pension benefit with working, whereas people passive in the work career definitely choose total cease of work after reaching a certain age (almost 2/3 chooses this method). Moreover, the growing age of working respondents favours the increase of preferring possibility to combine a full pension with working and simultaneously, it is connected to significant drop of interest in a total cease of working after reaching a certain age2

At this place, it has to be stated that Poland is a country inhabited by the youngest pensioners in Europe.3 The average age of person which leaves

1 Reaserch of GUS (Central Statistical Office) Going into retirement, done by GUS in II quar-ter of 2006, [in:] Raport o rynku pracy I zabezpieczeniu społecznym, Ministerstwo Pracy i Polityki Społecznej, Warsaw 2008, p. 14. 2Ibidem. 3 More: Fehler W., Dziubek I. T., Bezpieczeństwo wewnętrzne państwa, The expertise pre-pared for Ministerstwo Rozwoju Regionalnego, publisher http://www.mrr.gov.pl/, Warsaw 2010.

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the labour market is 57 and has been consistently shortened. It is the oppo-site tendency to the one in other countries, because Polish pension system provides the ability to retire for women of 60 and men of 65. Some of pro-fessional groups are excluded of this due to a particular working conditions. The earliest age of going into retirement is available to people working in the security sector (soldiers and functionaries of public and internal security are entitled to receive a part pension as early as after 15 years of service1).

After abolishing in 2009 earlier pensions which were entitled to 55-year-old women who had had at least 35 years of seniority and 60-year-old men who had had at least 35 years of seniority, it had been stated that it was necessary to lengthen the retiring age to at least 65 for women and 67 for men. Such raise of the statutory retirement age would also help in eliminat-ing of the discrepancy between sexes in the range of pensions entitlement and would contribute to the increase of the employment rate. Independently from the above, such changes should be made gradually, so as the people involved had time to programme their work career2.

On the functioning of the society, an undeniable influence has also un-employment along with accompanying to the phenomenon effects: individ-ual, social and economical. Individual effects of unemployment are various depressive symptoms with different results, but also disorders in the area of perception and processing of impressions. Financial difficulties cause de-cline of living standards, but also possibilities to purchase goods by the un-employed, which are symbols of his status. It leads not only to the decrease of the self-evaluation of a social status, but also to perceive of the unem-ployed status as worse by others. The social effects of unemployment are first of all significant costs of social allowances, raised taxes and insurance fees, but also unused human work potential. As far as economical effects, they are not only a necessity to raise the budget’s expenditure for the unem-ployed benefits, but also the phenomenon of the work migration, which is the most welcome by young people who have completed higher education, and who are frequently very gifted. The outflow from the country of the

1 More: Dla kogo 15 lat, [in:] Policja 997, nr 8(41), August 2008, p. 6-7; Bartuszek G., Jak to robią w Europie, [in:] Policja 997, nr 8(41), August 2008, p. 8-9. 2 The example could be Germany, where retirement age Has been prolonged to 67, but In such a way that first people included in new legislation will leave the labour market in 2032. In Great Britain this process will take place from 2010 to 2020; In Austria it will happen between 2024 and 2030; In Italy it will have been finished in 2018.

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intellectual or technical thought on the bigger scale, causes in the conse-quence intellectual and economical impoverishment of the country, which has to carry the burden of bringing up a next generation of specialists1.

It must be noticed at this point that in years 2003-2008, there had been observed in Poland consistent tendency of the unemployment decrease. At the end of 2003 in proper employment agencies there were registered 3 175, 7 thousand people, and the unemployment rate was 20%. Until the end of 2007 both the unemployment number and rate were decreasing. The biggest dynamic of the unemployment decrease had been noted in 2007 (24,4% in comparison to the state from the end of 2006). At the end of 2008 in the employment agencies there were registered 1 473,8 thousand people, thus, 272,8 thousand less than year before (decrease by 15,6%). At the end of 2009 in the unemployed register there were 1892,7 thousand people, therefore for the first time since few years the unemployment had increased. The increase of the unemployment rate during that year was 418,9 thousand people, which is 28,4%2. In 2010 the number of unemployed was bigger than in 2009, but the speed of the unemployment increase was reduced. At the end of April 2010, the number of unemployed was 1 973,8 thousand people, therefore, in the yearly scale it was 253,9 thousand people (14,8%). First of all, the number of unemployed previously working was increased by 220,1 thousand (that is by 16,1%), at the increase of the unemployed not working to date by 33,8 thousand people (therefore by 9,7%)3. The unemployment rate at the end of April 2010 was 12,3% and was 1,4 percentage point bigger than at the end of April 2009. The increase had been noted in all voivodeships. At the same time, in employment agencies there were registered 71,5 thousand people, who were made redundant due to causes concerning the work place (compared to 55,4 thousand at the end of April 2009. This way the statistics grew by 16,1% people, that is 29,1%4. The above is illustrated by the chart 1.

1 More: E. Kwiatkowski, Bezrobocie. Podstawy teoretyczne, Warsaw 2002. 2 Bezrobocie rejestrowane w Polsce. Raport miesięczny – styczeń 2010 r., Ministerstwo Pracy i

Polityki Społecznej, Departament Rynku Pracy, Warsaw 2010. 3 Bezrobocie rejestrowane w Polsce. Raport miesięczny – kwiecień 2010 r., Ministerstwo Pracy

i Polityki Społecznej, Departament Rynku Pracy, Warsaw 2010. 4 more: Fehler W., Dziubek I. T., Bezpieczeństwo wewnętrzne państwa,T he expertise prepared for Ministerstwo Rozwoju Regionalnego, wyd. http://www.mrr.gov.pl/, Warszawa 2010.

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Chart 1. Poland. Unemployment rate in years 2003-2010 (in %)

Source: Data of Departament Rynku Pracy Ministerstwa Pracy i Polityki

Społecznej, [in:] www.mpips.gov.pl.

Despite those unfavourable tendencies, indexes at the labour market were better than in most of European Union (EU) members. In Poland, em-ployment rate in the II quarter of 2009 was higher than in 2008 by 0,4% and mounted to 59,3%. The unemployment rate in Poland was also lower in comparison to the average in EU – harmonized unemployment rate in June 2009 was 8,9% in the EU countries, and 8,2% in Poland1.

In the presented issue, in a longer time perspective, rapid changes should not be expected, taking into account fact that the labour market will lose employees due to demographic changes, and those who will join it, will be better prepared and more mobile. The above is also connected to the process of opening labour markets in subsequent countries of the EU. Nev-ertheless, a possibility of occurrence of economic crises must be taken into account and their impact on the Polish labour market. In years 2008-2009 Poles realized the importance of world economic crisis and started to be afraid of the effects it might have on the country. It had been confirmed by

1 Ibidem.

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the messages from the statistics research done by CBOS (Centre for Public Opinion Research)1.

In 2009, almost half of the interviewees (48%) declared that they had already suffered the effects of world financial and economic crisis. The most frequent result was smaller possibilities to earn money and related to that decline of the income (24% of the total adult respondents). Other, indi-cated by respondents effects of the crisis were: lowering of the equity value (11% of the whole) and raise of instalment rates (8%). Because around 42% of Polish people have to pay off rates, loans or credits2, thus around one-fifth had noticed the increase of involved charges.

Presented above issues in various aspects touch the issue of people’s migration. The primary are migration of people from villages to cities, emigration of Poles (mostly temporary) abroad and influx of labour force from beyond the eastern border and Asia. It evokes different results, including the change of social attitude and behaviour, standards of values and current models of functioning of local societies.

Free flow of employees constitutes one of the foundations of so-called intra-market existing in the European Union. Migration is also a drive for the progress and development. It influences the improvement of living con-ditions for many social groups, contributes to the economic development of countries, but also influences the processes of globalization. However, in order to notice a positive influence of the migration, one has to take into account only its legal aspect, because illegal migration causes the loss both in economic sense for countries, and in sense of the culture and civiliza-tion3. Developed countries, including members of the European Union are interested in taking in mainly well-qualified employees, who are able to speed up economic development. This is the reason why in the last decade, a dangerous practice of illegal trafficking of people on the area of the EU has unfolded. It is estimated that since 90ties of 20th century, yearly into the

1 Announcement on the research of CBOS (Centre for Public Opinion Research), Reakcje na kryzys finansowy, Warsaw, December 2008; Announcement on the research of CBOS (Centre for Public Opinion Research), Reakcje na kryzys gospodarczy, (BS/31/2009), Warsaw, Febru-ary 2009. 2 More: Boguszewski R., Oszczędności i długi, in: Zagórski K. (red.), Jak się nam żyje, [in:] Opinie. i Diagnozy, nr 9, CBOS, Warsaw 2008. 3 Konarzewska A., Migracyjne problemy Unii Europejskiej. Raport, [in:] Bezpieczeństwo Narodowe, 2007/3-4, p. 91-107.

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EU has been arriving around 300 thousand of illegal emigrants, mostly from the Northern Africa, countries of former Soviet Union, China and the Mid-dle East, which makes around 8 million people staying on the territory of the EU1.

There is a lack of reliable data in Poland concerning the scale of illegal migration. There are know only the figures concerning people who are try-ing to get a refugee status, as well as the number of people who received the refugee status. In 2009 the application for the refugee status was submitted by 10018 people, out of whom the biggest groups consisted of: Russians (5258), Georgians (4145), Armenians (141), Vietnamese (64) and Ukrainians (35)2. However, in years 2006-2009 refugee status was granted to 852 people, out of whom the biggest group consisted of Russians (715), White Russians (55) and Iraqis (34)3.

The biggest wave of migration from Poland and other countries of the eastern region to the EU countries took place in 2006. A downward trend appeared in 2007. Whereas financial and economic crisis caused among the others the decline in number of vacancies and in 2008 the influx of employees to the USA, Island, Ireland and Great Britain, and subsequently to other countries had decreased 4.

In this place, it has to be emphasized that Poland is a country that has a long tradition of emigration. In this aspect, the period following the access to the European Union has brought spectacular and unprecedented on the European background experience of mass outflow of Polish people abroad, as well as the scale and the dynamics of the phenomenon are concerned. The straight majority of Polish emigrants has been living abroad due to the work, however, along with the flow of time, there is a growing number of people – family members of supporting them Polish emigrants5.

As it was estimated, at the end of 2007 beyond Polish border, there were around 2,3 millions of people, which is about 7% of population. Out of

1 Ibidem, p.98. 2 Statistical data of Urząd do spraw Cudzoziemców (Office for Foreigners) [In:] www.udsc.gov.pl. 3 Ibidem. 4 More: Informacja w sprawie zatrudnienia obywateli polskich w państwach Europejskiego Obszaru Gospodarczego i Szwajcarii ora obywateli państw EOG w Polsce, Ministerstwo Pracy i Polityki Społecznej, Departament Rynku Pracy, Warsaw 2009. 5 Boni M. (red.), Polska 2030. Wyzwania rozwojowe, Kancelaria prezesa Rady Ministrów, War-

saw2009, p. 78-79.

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this number, nearly 1,5 million left the country after Poland had joined the EU. Nevertheless, the experts emphasized that a real assessment of the situation is difficult, due to the occurrence of many unsynchronized various trends, including large mobility of Poles (compare: Chart 2)1. Also, the gen-eral assessment of the phenomenon is influenced by the fact that despite temporary absence, such people are often frequently included in the statis-tics.

Chart 2. Migrations of Poles – where do they come from? (Regions of Poland according to intensity of outflow and degree of urbaniza-

tion).

Source: Okólski M., Kaczmarczyk P., Współczesne migracje z i do Polski –

szanse i zagrożenia, 23 April 2008

Generally speaking, the increase of the presence of Poles abroad con-

cerns majority o the European countries, however particularly strong is in case of the EU countries (Compare: Table 4).

1Compare:http://wiadomosci.onet.pl/kiosk/polacy-sa-wszedzie-blogi-polskich-

emigrantow,wiadomosc.html.

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Table 4. Poles abroad in years 2004-2007 (in thousands of people).

Region/year 2004 2005 2006 2007 Altogether UE - 27 Austria Belgium France Germany Ireland Italy Holland Spain Sweden Great Britain

1000 750 15 13 30 385 15 59 23 26 11 150

1450 1170 25 21 30 430 76 70 43 37 17 340

1950 1550 34 28 49 450 120 85 55 44 25 580

2270 1860 39 31 55 490 200 87 98 80 27 690

Source: Own elaboration on the basis of Główny Urzęd Statystyczny (Central Statistical Office) data from 2008.

The deterioration of the situation on the labour markets in EU caused that since the half of 2008 up to half of 2009 there had been the reduction in employment by 1,9%1. At the same time the return migration had started to be visible2. According to the result of the research, it has been stated that even though in years 1989-2008 returned from abroad almost 1050 people, than in years 2004-2008 they were almost 580 thousand. Almost 2/3 of Pol-ish people stayed abroad from 3 to 12 months, and more than 450 thousand stayed for a year, or longer. About 72% of people who returned, had emi-grated for the economic reason.

The deterioration of the situation on the labour market has simultane-ously triggered off other negative effects for the emigrants, including: grow-ing xenophobic behaviour of the society that takes in the emigrants; pushing to the secondary sector of the country economy (exploitation of the foreign employees and infringement on workers’ rights), toughened rules concern-ing social benefits (for instance shortened period of being entitled to receive unemployment benefit). Nevertheless, the increase of the migration did not have any dramatic character. Migrants made the effort to take advantage of all available to them options in the country of their stay (among others: agreement on a lower remuneration, taking up of the job below their vocal

1 EU employment situation and social outlook. October 2009, [w:] http://ec.europa.eu/social. 2 More: Sytuacja na rynku pracy migrantów i ich potomków, GUS (Central Statistical Office), Warsaw 2008.

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qualifications, taking advantage of being entitled to unemployment and family benefits, activation in local trade unions, partial or full move to the grey economy). Additional alternative became parallel migrations to the another country, where the effects of the crisis were less severe1.

Compared aspects included also migration to Poland. It must be said that Polish society is relatively open towards strangers coming from abroad2. Most of Poles thinks that arrival of “big” and “certain” number of people should be made possible for immigrants both from rich and poor countries – from Europe as well as from other parts of the world. However, it results from variety of research that they demand a tough criteria, which should be fulfilled in order to emigrate to Poland. It involves at the same degree both economic and socio-ethnical factors. If there was to be created an overall indicator which classifies countries due to the restrictive demands, Poland would find itself on the forth place, after Greece, Portugal and Hungary.

Also, a declared acceptance of foreigners on the domestic labour market has been consistently growing. Straight majority (86%) of adult Poles thinks that foreigners should be allowed to take up work in Poland, and half of included respondents would be willing to enable them to work in any profession. The objection to employ foreigners is expressed by every tenth respondent. In 1992 the biggest group was lined up by respondents, who thought that they should not be allowed to work in Poland at all. In years 1999-2006 the most frequently chosen answer was an indirect one: foreigners were accepted in certain kinds of work. Currently, the biggest group declares that foreigners should be entitled to take up any kind of work (compare: Table 5)3.

1 Powroty Polaków, Ośrodek Badań nad Migracjami Uniwersytetu Warszawskiego, Warsaw 2009. 2 Wenzel M., Stosunek do obcokrajowców w Polsce, Instytut Spraw Publicznych, Warsaw 2009, p. 3-12. 3 Ibidem, p.12.

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Table 5. Should foreigners be allowed to take up work in Poland? (review of the results from years 1992-2008)

Respondents answers/year

1992 1999 2004 2006 2008

(in %)

Yes, they should be allowed to take up any work 9 18 31 34 50

Yes, but only in certain kinds of work 39 46 42 47 36 They should not be allowed to work in Poland at all

42 31 22 13 10

Difficult to say 10 5 5 6 4

Source: Wenzel M., Stosunek do obcokrajowców w Polsce, Instytut Spraw Publicznych (The Institute of Public Affairs), Warsaw 2009, p. 12.

In practice, in prevailing part emigrants who come to Poland fill the gap on the Polish labour market, taking up hard and low-paid jobs, most often in the agriculture and building industry. They are paid according to the lowest rates which favours competitiveness of the production. It might be assumed that sealing the borders would create a situation, when work places in those industries would be taken by the unemployed Poles, but due to the fact that they receive depraving unemployment benefits, the thesis should be recognized as demagogy. When the number of working Poles (they are about 15 millions) is compared to the foreigners working in Poland (around 570 thousand together with 300 thousand working illegally), it is seen that foreigners nowadays have considerable influence on the country economy1. They may work out from 3% to 5% of GNP. Essential is also the group of foreign companies’ managers employed in Polish subsidiaries, and their role in implementing on the Polish ground of the latest methods of management and technology2.

Summarizing experiences to date, it has to be stated that unless Poland ac-cepts migration policy, the country will be first of all in danger of demographic

1 Migracja, p. 9-11, [in:] Magazine Wprost of 07 February, 2010. 2 Examples: Enrico Pavoni, an Italian, present chair of the board of “Fiat Auto Poland”, made in Tychy (Poland) was built the largest in Europe factory of “Fiat” (in 2009 it had produced 600 thousand cars); Thomas Kolaja, an American, scholarship holder of Fulbright, as an em-ployee of Polish Ministerstwo Przekształceń Własnościowych, had participated in programme of privatization and restructure of pharmaceutical and chemical industry; Ngoc Tu Tao, a Viet-namese, set up in Poland his own company “Tan Viet International” in Łęgowo near Gdansk which is one of the biggest importers and suppliers of oriental products in Poland. In 2009 he found himself on the list of the richest Poles of the magazine “Wprost”.

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disaster, and next of the economical one. Observing emigrational mobility of Polish people, it should be concluded that Poland needs to be prepared to be-come a country of “net immigration”. In this context, a priority should be ac-tions which have such aims: monitoring of the needs of Polish labour market and adjustment to it of the instruments of migration policy (including the use of active instruments, for instance concluding bilateral agreements, or partnerships concerning the influx of migrants from the third countries); facilitating to immi-grants for the economic and social integration and their protection against social exclusion1. Moreover, it should be assumed that if Poland wants to keep a com-petitive economy, then it should be ready to take in around 2-3 millions of im-migrants2, then the foreigners would be able to produce even 10-15% of Polish GNP3.

From the negative point of view, it has to said that the lack of unified policy concerning immigrants may cause Polish country to lose not only taxes that might be collected due to emigrants business activity4, but also advantages which might be a result of the usage of their education and competence5.

It is obvious that long-term effects will be caused by immigration planned by the government as permanent, and not immigration only for gainful employment. Immigration should be arranged with the use of other countries’ patterns6, in a maximum way simplifying life of immigrants by helping them to legalize their stay7, since only legal immigrants will be able

1 Boni M. (red.), Polska 2030. Wyzwania rozwojowe, Kancelaria prezesa Rady Ministrów, Warsaw 2009, p. 87. 2 Such opinion presents: Gomulka S. former vice-minister of finances, economist of Business Center Club. 3 Migracja, p. 9-11, [in:] Magazine Wprost of 07 February, 2010. 4 Example: the income of small district Lesznowola near Warsaw (there are Asian trade cen-ters) on the account of property tax, only in 2009 was enlarged by 3,9 million zlotys. 5 Example: among the foreigners, who up to the half of 2009 were granted job permissions in Poland, included: 3,2 thousand of managers, and unskilled workers 2,5 thousand. The low-ranking specialist were prevailing – they were 4,5 thousand. According to the research of GUS of 2008, among the immigrants taking up in Poland legal work, the majority had completed secondary and higher education. 6 Example: Australia Or Canada invited on a permanent stay everyone, who had completed

high er education. 7 Example: Dr Kochanowski J., ombudsman, would like the abolition for foreigners illegally staying in Poland to accompany the introduction of new regulations (it has been introduced twice in Poland so far, in 2003 and 2007). Such persons do not have any legal protection, thus, they are often cheated. As a result, the immigrants, who does not have a chance for honest life, frequently go to criminal activity.

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to bring long-term benefits to the Polish economy, at the same time sooth-ing the irreversible effects of aging society.

ireneus T. Ziubeki

poloneTi. kaliszi. menejmentis institutis

xelmZRvanelis moadgile

emigraciisa da imigraciis sociokulturuli

aspeqtebi poloneTSi

reziume

naSromSi ganxilulia poloneTSi emigraciisa da im-

igraciis sociokulturuli aspeqtebi. kvleva dafuZnebu-

lia sxvadasxva specializebuli centridan da samsaxuri-

dan mowodebul statistikur monacemebze. migraciis prob-

lema ganxilulia mosflio ekonomikaSi mimdinare movle-

nebis fonze. poloneTSi imigraciis problema da misi ga-

dawyvetis gzebi warmodgenilia SerCeviT.

miRebulia daskvna, rom poloneTSi migraciis poli-

tikis SemuSavebis gareSe qveyana dadgeba demografiuli

katastrofis winaSe, rasac ekonomikuri safrTxeebic moh-

yveba. polonelebis mobilurobis gaTvaliswinebiT, polo-

neTi mzad unda iyos, rom gaxdes `wminda imigraciis~ qve-

yana. Sesabamisad, prioriteti unda mieniWos Semdeg Ro-

nisZiebebs: poloneTis samuSao Zalis bazris moTxovnebis

monitoringsa da misTvis migraciis politikis instrumen-

tebis misadagebas (maT Soris iseTi aqtiuri instrumente-

bis gamoyenebas, rogoricaa ormxrivi SeTanxmebebis ga-

formeba, mesame qveynebidan migrantTa nakadebis miRebas-

Tan dakavSirebuli TanamSromloba); imigrantebisTvis

ekonomikuri da socialuri integraciis procesis gaio-

leba. amasTan, Tu poloneTs surs konkurentunariani eko-

nomikis SenarCuneba, man unda miiRos 2-3 milioni imigran-

ti. am SemTxvevaSi ucxoelebis wvlili poloneTis mep-is

warmoebaSi 10-15% iqneba.

82

soso vardiSvili

ekonomikis akademiuri doqtori, profesori

sociokulturuli garemo da biznes-menejmentis

Taviseburebebi

saqarTvelo, Tbilisi, Sromis da warmoebis

organizaciis samecniero kvleviTi instituti

ukanasknel wlebSi dasavleTSi intensiurad mimdina-

reobs menejmentis nacionaluri Taviseburebebis kvleva,

Camoyalibda axali kvleviTi da saswavlo disciplina _

`SedarebiTi menejmenti~ (Comparative Management), romelic

swavlobs menejmentis funqciebis realizaciis specifikas

sxvadasxva bizneskulturaSi, mowinave Teoriuli koncef-

ciebisa da praqtikuli gamocdilebis gamoyenebis Sesa-

Zleblobas nacionalur garemoSi. istoriuli movlene-

bis gamo, saqarTvelo praqtikulad CamoSorebuli aRmoC-

nda biznesis marTvis ganviTarebis evoluciur procesi-

dan, romelic dasavleTSi mimdinareobda XX saukuneSi.

saqarTveloSi biznesis ganviTareba obieqturad moiTxovs,

sociokulturuli Taviseburebebis gaTvaliswinebiT, me-

nejmentis dasavluri Teoriisa da gamocdilebis Semoqme-

debiT gaazrebas da amis safuZvelze biznesis efeqtiani

modelis Camoyalibebas, biznesis marTvis problemebisad-

mi Teoriuli da meTodologiuri poziciebis SemuSavebas.

qveynis menejmentis Taviseburebebsa da masze naciona-

luri kulturis gavlenaze msjelobisas, aucileblad un-

da SevexoT holandieli mecnieris hofstedes (G. Hofstede)

kvlevis Sedegebs1, romelic msoflios wamyvan biznessko-

lebSi iswavleba da romelsac Tavisi mecnieruli mniSvne-

lobiT, specialistebi m. veberis gamokvlevebis gverdiT

ayeneben. hofstede sociokulturas ganixilavs, rogorc

ekonomikuri cxovrebis elements. man IBM korporaciis-

1 Hofstede G. Culture`s consequences: Comparing values, behaviors, institutions and organiza-tions across nations. London: Sage Publications, Inc. 2003,606p.

83

Tvis gamoikvlia 50 qveyana, sadac kompaniis warmomadgen-

lebi an Svilobili sawarmoebi iyo ganlagebuli da Camo-

ayaliba nacionaluri kulturis eTnometruli parametre-

bi:

_ individualizmi _ koleqtivizmi;

_ xelisuflebis distancia (didi _ mcire);

_ gaurkvevlobis miuRebloba (Zlieri _ susti);

_ mamakacuri – qaluri;

_ momavalze orientacia (mokvlevadiani _ grZelvadi-

ani).

hofstedes Teoriidan gamomdinare, SesaZlebelia

mokled daxasiaTdes saqarTvelos nacionaluri kultu-

ris gamovlinebis formebi, rac ganapirobebs menejmentis

Taviseburebebs.

saqarTvelo ZiriTadad koleqtivisturi kulturiT

xasiaTdeba, romlis gamovlinebis formebia:

1. kompaniis TanamSromelTa pasiuroba, piradi pasu-

xismgeblobis dabali done;

2. kadrebis SerCevisas, profesionalebTan SedarebiT,

`Tavisi~ pirovnebebisaTvis upiratesobis miniWeba;

3. adamianTa Soris urTierTobisaTvis gansakuTrebu-

li, zogjer pirad mizanze meti (mag. maRali xelfasi),

mniSvnelobis miniWeba. magaliTad, xSirad gvesmis `koleq-

tivi kargia, Torem wamovidodi~, an `cudi koleqtivia,

Torem davrCebodi~;

4. koleqtivis romelime wevrs Tu Seeqmna ganTavisuf-

lebis an dasjis safrTxe, uaxloesi xelmZRvanelisagan

elis dacvas. da Tu ase ar moxda, mtkivneulad ganicdis.

individualistur koleqtivSi gansakuTrebiT fasobs

racionalizmi da Tanmimdevruloba. koleqtivisturSi ki,

arcTu iSviaTad Tavs iCens aralogikuri, emociuri qceva,

moqmedebis òrmagi~ standarti _ Cvenianebs yvelafris

ufleba aqvs, sxvebs _ ara. hofstedes gamokvlevebis Se-

degebi saSualebas iZleva sxva TvaliT iqnes danaxuli

84

menejmentSi mimdinare movlenebi da Camoyalibebuli ten-

denciebi.

SedarebiTi menejmentis meTodologiis safuZvelze

ganvixilavT urTierTdakavSirebul sociokulturul faq-

torTa erTobliobas, romelic ganapirobebs qarTuli

bisznes-menejmentis Taviseburebebs, yuradRebas gavamaxvi-

lebT negatiur mxareebze, romelTa sayovelTaobaSi dar-

wmunda avtori praqtikuli menejeruli saqmianobis mra-

valwliani gamocdilebis Sedegad.

upirvelesad yuradRebas gavamaxvilebT, Cveni azriT,

mTavarze _ socialur kapitalze. socialuri kapitali,

romelic saboloo angariSiT, gvixasiaTebs sazogadoebis

mdgomareobas _ ramdenad `janmrTelia~ sazogadoeba, ra

donezea sazogadoebaSi `sulis disciplina~, vin aRwevs

warmatebas _ maRali zneobis da talantis mqone adamiane-

bi, Tu uzneoni da utifarni. civilizebuli sabazro ur-

TierTobebis Camoyalibebisa da materialuri keTildReo-

bis maRali donis miRwevis winapirobaa sazogadoebrivi

urTierTobis, sazogadoebis Segnebis, Sinagani arsisa da

wesebis modernizeba, rac aisaxeba socialuri kapitalis

dagrovebaSi, rac f. fukuiamas azriT, `rTuli da iduma-

lebiT moculi kulturuli procesia~.

kompaniis menejmentisaTvis socialuri kapitalis da-

bali done niSnavs kompaniis muSakebsa da biznespartnio-

rebs Soris ndobis dabal dones, urTierTdaxmarebis da

urTierTTanamSromlobis ganuviTareblobas, kontraqtebis

Sesrulebis dabal kulturas, zneobriv-moraluri Rire-

bulebebis gaufasurebas

ndobis dabali donis gamo menejerebi iZulebulni

arian imoqmedon formaluri wesebisa da reglamentis

farglebSi, rac moiTxovs mniSvnelovan xarjebs, mniSvne-

lovan makontrolebel aparats. saqmianobis urTierTobis

wre izRudeba partniorebiT, romelTac urTierT saimedo-

obaSi eWvi ar eparebaT, ris gamoc mcirdeba saerTod biz-

nesis efeqtianoba, ferxdeba axali subieqtebis gamosvla

85

bazarze. biznesis sferoSi totaluri undoblobaa. kon-

traqtis Seusrulebloba da `sityvis gatexva~ wesad aris

qceuli. bazari gajerebulia uxarisxo, falsficirebuli

produqciiT. myidvelis da gamyidvelis urTierTobis pri-

mitiulobas asaxavs is garemoebac, rom mosaxleobis didi

nawili gamyidvels ar endoba da sakuTar saswors daata-

rebs CanTiT. biznesmenebs Sorisac dabalia ndobis xaris-

xi, razec miuTiTebs maT Soris sasamarTlo davebis au-

racxeli raodenoba. saqmis ganxilvis procedura mouqne-

lia, davebi grZeldeba ramodenime weliwads. sabolood

SeiZleba iTqvas, rom amJamad saqarTveloSi ndobaze dam-

yarebuli biznesis warmoeba TiTqmis SeuZlebelia.

saqarTvelos kompaniebSi farTod aris gavrcelebuli

mobingi _ TanamSromlis winaaRmdeg intrigebi, Worebis

gavrceleba, konfliqtis provocireba. rogorc wesi, mo-

bingis msxverpli xdeba kompetenturi kreatiuli muSaki.

mobingis farTod gavrcelebis mizezebia: saSualo da ma-

Rali rgolis menejerTa arakompeteturoba; funqciebis

dublireba; informaciuli nakadebis araswori organizeba

_ ris gamoc, informaciis floba iqceva gansakuTrebul

Zalad; naTesauri da megobruli urTierTobebis prevali-

reba; araswori materialuri stimulirebis sistema; ara-

Tanabari datvirTva. saqarTveloSi mobingis problema

uyuradRebod aris datovebuli maSin, roca evropis qvey-

nebSi mobingis Tavidan asacileblad Seqmnilia specialu-

ri samsaxurebi, klinikebi, SromiTi xelSekrulebebi iTva-

liswineben msxverplisaTvis fulad kompesaciebs da a.S.

dasavlur kompaniebSi yvela TanamSromlisaTvis naTe-

lia, rom maTi Sroma fasdeba saboloo SedegiT. CvenTan

ki, menejerisaTvis davalebis Sesrulebis Sesaxeb angari-

Sis wardgenisas, xelqveiTebi yuradRebas amaxvileben

TviT Sesrulebis procesSi warmoSobil problemebze, ma-

Ti gadalaxvis mcdelobaze da miuxedavad imisa, rom sa-

boloo Sedegs ver miaRwies, Tvlian, rom kargad imuSaves,

radgan Zalian daiRalnen e.i. maTTvis saqmianobis Sedegia-

86

nobis Semfasebeli kriteriumi aris daRliloba. es gan-

wyoba farTodaa gavrcelebuli, rasac mosdevs moCvenebi-

Toba da cru faci-fuci.

dasavleTis demokratiis pirobebSi xangrZlivi cxov-

rebis Sedegad kompaniis muSaki Tavs grZnobs saerTo saq-

mis monawiled, partniorad da mzad aris menejers miawo-

dos informacia TanamSromlis mier daSvebul darRveveb-

ze. Cvens sazogadoebaSi ki, aseTi qceva miCneulia `CaSve-

bad~. aqtiuroba da iniciativa SeiZleba CaiTvalos cud

`tonad~ – ufrosisaTvis Tavis mowonebis mcdelobad. ami-

tom SeiZleba menejerma droulad ver SeamCnios koleqti-

vis romelime wevris zianis momtani qceva, an kidev –

calkeul muSaks SeiZleba gaaCndes efeqtianobis amaRle-

bis realuri winadadeba, magram araferi gaakeTos misi

praqtikuli realizaciisaTvis.

saqarTvelos kompaniebSi farTod aris gavrcelebuli

qmedeba, romelsac menejmentSi `deviantur qcevas~ uwode-

ben – dasaqmebulTa mxridan qurdoba, TaRliToba, motyue-

ba da sxva dauSvebeli moqmedebebi samuSao adgilze. Cveni

sazogadoebis didi nawili Tvlis, rom kompaniaSi Cadeni-

li qurdoba, TaRliToba da sxva msgavsi moqmedebebi ar

aris amoraluri saqcieli. yovel SemTxvevaSi, ase iqcevi-

an is adamianebic ki, romlebic analogiur qmedebas, kon-

kretuli piris mimarT, arc gaifiqreben. aseTi qceva did

zians ayenebs bizness da mis aRsakveTad, menejerebi xSi-

rad iyeneben adamianTa uflebebis Semlaxav gadawyvetile-

bebs. magaliTad, firma `nikoraSi~, miuxedavad imisa, rom

arsebobs specialuri makontrolebeli samsaxuri produq-

ciis qurdobis aRkveTis mizniT, menejerebma specialuri

nebarTvis gareSe akrZales Sesvenebis dros muSakTa sa-

warmos gareT gaSveba. devianturi fsiqologia, Cveni az-

riT, Camoyalibda sabWoTa kavSiris periodSi, roca sa-

warmo iyo saxelmwifo sakuTreba, faqtobrivad – aravisi

da yvelasi, visac xeli miuwvdeboda, piradi interesebis

Sesabamisad iyenebda.

87

menejmentze mkveTr gavlenas axdens qveyanaSi bazris

monopolizaciis maRali done. Ooficialurad, monopoli-

ebs Teoriuli dasabuTebac moeZebna _ msxvil struqtu-

rebSi advilia gadasaxadebis administrireba. faqtobri-

vad, oficialurad aris Seqmnili karteluri gaerTianebe-

bi, magaliTad, navTobproduqtebis importiorTa kavSiri

da sxv. menejerisaTvis, realuri situaciidan gamomdina-

re, cxadi xdeba, rom warmatebis miRweva mxolod sabazro

aqtiurobiT SeuZlebelia, aucilebelia samTavrobo wre-

ebTan, samarTaldamcav organoebTan kontaqtebi.

saqarTvelos Sromis bazarze miwodeba mkveTrad

aWarbebs moTxovnas, sabazro Zalebis Tanafardoba mkveT-

rad damsaqmeblisakenaa gadaxrili. amitom, damqirave-

bels SeuZlia ukarnaxos Tavisi pirobebi daqiravebuls.

msoflio gamocdilebiT, msgavsi tipis Sromis bazrisaT-

vis Sromis kanonmdeblobaSi ideba dasaqmebulis damcavi

specialuri meqanizmi, magram saqarTvelos Sromis kodeq-

si am Taviseburebebs ar iTvaliswinebs, piriqiT, uSvebs

damqiraveblis dominirebas SromiT urTierTobaSi. mene-

jers SeuZlia, ugulebelyos muSakis uflebebi, interese-

bi, piradi Rirseba, ar izrunos mis socialur-fsiqolo-

giur komfortze. saqarTvelos kompaniebSi marTvis stili

TiTqmis yovelTvis mkacri da avtoritarulia, maSin roca

dasavleTSi menejmentis ganviTarebis strategiuli mimar-

Tulebaa – ufro rbili da moqnili formebisaken moZrao-

ba. gansxvavebulia xelmZRvanelsa da misdami daqvemdeba-

rebul pirebs Soris damokidebuleba. dasavlur kompani-

ebSi yovelnairad xazi esmeba maT partniorul urTier-

Tobas da siaxloves. xelmZRvanels SeiZleba ar qondes

calke kabineti da saqmianobdes daqvemdebarebul pirebis

Tvalwin, isargeblos erTi manqaniT, erTi sasadiloTi da

a.S. zogierTi kompania Tavis struqturas sqematurad ga-

mosaxavs gadmotrialebuli piramidis saxiT.

menejmentis operaciuli strategiis ganmsazRvrelia

cxovrebis dabali done. mosaxleobis didi nawilis Semo-

88

savlebi saarsebo minimumis zRvarzea, ZiriTadad moixmars

dabalfasian, masobrivi warmoebis produqts. menejerebi,

produqciis gaiafebisa da gasaRebis stimulirebis miz-

niT, iZulebulni arian mimarTon produqciis falsifici-

rebas. magaliTad, saqarTveloSi Rvinis bazarze Seqmni-

lia paradoqsuli situacia: erTi mxriv, Rvinis mwarmoe-

bel kompaniebs uWirT realizacia, meore mxriv, bazarze

faqtobrivad ar aris arafalsificirebuli, naturaluri

Rvino. radgan momxmarebeli orientirebulia dabal fas-

ze, Rvinis mwarmoebeli kompaniebi, produqciis gaiafebis

mizniT, naturalur Rvinoze limonmJavas da wylis dama-

tebiT zrdian moculobas, amcireben produqciis TviTRi-

rebulebas da momxmarebels sTavazoben dabali fasiT.

aseTive situaciaa puris warmoebaSi. puris sacxobebi,

xarjis Semcirebis mizniT, produqcias teqnologiuri

procesebis darRveviT awarmoeben, ris gamoc bazars mie-

wodeba ZiriTadad uxarisxo, janmrTvelobisaTvis arc Tu

usafrTxo produqti, magram realizaciisaTvis aucilebe-

li pirobiT _ dabali fasiT.

qarTuli menejmentis erT-erTi Taviseburebaa isic,

rom menejers oficialuri gadasaxadebis keTilsindisie-

ri gadaxdis SemTxvevaSic uwevs ìZulebiTi _ nebayoflo-

biTi~ oficialuri da araoficialuri xarjebis gaweva,

iZulebiTi qvelmoqmedeba, magaliTad, saarCevnod sxvadas-

xva partiis dafinanseba.

saqarTveloSi menejmentis Taviseburebebs ganapiro-

bebs isic, rom sazogadoeba naklebad socializebulia,

kargad ar icnobs sabazro ekonomikis safuZvlebs, kanon-

mdeblobas, Tavis samoqalaqo uflebebs. am garemoebiT

xSirad sargebloben kompaniebi. magaliTad, sargebloben

ra klientebis gaurkvevlobiT, TiTqmis yvela banki iye-

nebs jarimebis daricxvis sruliad usamarTlo princips.

zogjer, calkeuli liberaluri sakanonmdeblo cvlile-

bisaTvis mzad ar aRmoCndebian xolme. magaliTad, 2008

wels `mewarmeTa Sesaxeb~ kanonSi Setanili cvlilebiT

89

gamartivda biznesis registracia. kerZod, gauqmda mare-

gistrirebel organoSi kompaniis wesdebis wardgenis au-

cilebloba, rac gagebul iqna ise, rom saerTod wesdebis

qona ar iyo aucilebeli. bevri kompania aRmoCnda wesde-

bis gareSe, amis gamo, kanonSi kvlav moxda cvlileba da

2010 wlidan wesdebis wardgena maregistrirebel organo-

Si isev aucilebeli gaxda.

qarTuli biznes-menejmeti, rom Camoyalibdes rogorc

dasavluri mowinave menejmentis da sakuTari TviTmyofa-

dobis sinTezi, aucilebelia menejmentis wamyvani figu-

ris sazogadoebis yvelaze `dinamikuri elementis~1 – mene-

jeris maRalprofesiuli momzadeba.

darwmunebiT SeiZleba iTqvas, rom qarTuli biznesis

inovaciuri ganviTarebis mniSvnelovani problemaa maRal-

kvalificiuri menejerebis deficiti, romelTac unari eq-

nebaT axal ideebze da proeqtebze aagon mdgradi biznesi.

2009 wels saqarTvelos statistikis erovnulma samsaxur-

ma biznesseqtorSi ganaxorciela sociologiuri kvleva2,

romlis Sedegebis analizi naTalad gviCvenebs, rom mene-

jerTa didi nawili diletantia, ar gaaCniaT specialuri

codna, ar icnoben finansebis, marketingis, xarisxis mar-

Tvis Tanamedrove instrumentebs. menejerTa saerTo kor-

pusis mxolod 10-12%-ia specialuri ganaTlebis mqone

profesionali menejeri. arsebiTi gavlena ar mouxdenia

im faqts, rom menejerTa momzadeba saqarTveloSi TiTqmis

oci welia mimdinareobs. Cveni azriT Seqmnili mdgomareo-

ba gamowveulia imiT rom:

1. saqarTveloSi ar aris Camoyalibebuli `menejerTa

kapitalizmi~, profesiul menejerebze naklebi moTxovnaa;

2. universitetis praqtikasTan kavSiri ZiriTadad

amoiwureba imiT, rom TviTon studentma unda moZebnos

kompania, sadac praqtikas gaivlis da rogorc wesi, isic

1 П. Друкер. Задачи менеджмента в XXI века. М., 2002. 2 saqtatis specialuri gamokvleva – mcire da saSualo biznesi saqarT-

veloSi, 2009w.

90

formalur xasiaTs atarebs. menejmentis gurus, henri min-

cbergis cnobili postulatia: ar arsebobs auditoria,

sadac SeiZleba menejeri Seqmna, mxolod gamocdilebiT

aris SesaZlebeli Secnobili iqnes marTvis procesis mra-

vali niuansi.1 TviT profesorTa mxolod mcire nawilis

aqvs praqtikuli biznesis gamocdileba;

3. saqarTvelos universitetebSi menejerTa momzadeba

xdeba dasavluri programebiT da saxelmZRvaneloebiT,

ganixilaven dasavlur kompaniaze agebul keisebs, faqtob-

rivad swavleba xdeba qarTul biznesSi mimdinare proce-

sebisagan mowyvetiT. qarTuli sinamdvile, sadac unda da-

saqmdes momavali menejeri, Seucnobel virtualur samya-

rod rCeba. kursdamTavrebuls didi dro Wirdeba saqar-

Tvelos biznesis realur garemoSi garkvevisaTvis. menej-

mentis mecnieris miRwevebi adaptirebuli unda iqnes sa-

qarTvelos sinamdvilesTan, radgan rogorc m. veberi

werda, dasavluri tipis kapitalizmi SesaZlebelia mxo-

lod dasavlur civilizaciaSi. Camoyalibebuli Tavisebu-

rebebis, marTvis kulturisa da konkurenciis pirobebis

TiTqmis ararsebobis gamo SeuZlebelia saqarTvelos si-

namdvileSi realurad danergili da efeqtis momtani

iyos Tanamedrove menejmentis iseTi cnobili koncefcie-

bi, romlebic dasavleTis kompaniebSi farTod gamoiyeneba

da saqarTvelos universitetebSi intensiurad iswavleba,

rogoricaa:

a) m. porteris koncefcia SCM (Supply Chain Management),

romelic miwodebis jaWvis operaciebis dagegmvis, daner-

gvis marTvis procesebze orientirebuli strategiaa. sa-

qarTvelos kompaniebis praqtikaSi SCM-is gamoyeneba TiT-

qmis SeuZlebelia, radgan kompaniebs Soris ndobis daba-

li donea, sabaJo kanonmdebloba da sabaJo struqturebis

muSaobis xasiaTi, faqtobrivad, SeuZlebels xdis miwode-

bis efeqtian organizacias;

1 Henry Mintzberg, Managers not MBAs. Berrett-Koehler Publishers, 2005.

91

b)saqarTvelos kompaniebSi ormagi buRalteriis,

iZulebiTi `qvelmoqmedebis~ da sxva gauTvaliswinebeli

xarjebis arseboba gamouyenebels xdis nortonisa da kap-

lanis BBSC (Balansed scorecard) koncefcias, romelic dasav-

leTSi efeqtian instrumentad aris aRiarebuli da gu-

lisxmobs resursebis ganawilebas strategiis Sesabami-

sad;

g) Toyota-s sawarmo sistemis (Toyota Production System),

JIT (just in Time), kanbanis sistemebis, agreTve xarisxis mar-

Tvis Tanamedrove teqnologiebis (ISO-9000, TQM, èqvsi

sigma~) praqtikuli gamoyenebisaTvis, aucilebelia, Sesaba-

misi garemos arseboba, kerZod, saimedo partniorebis Ser-

Cevis SesaZlebloba, e.i. konkurentuli garemo, ganviTare-

buli sabazro urTierToba, kompaniebs Soris ndobis ma-

Rali done, kompaniebSi dasaqmebulTa aqtiuroba da Se-

moqmedebiTi damokidebuleba da rac mTavaria, marTvis

procesuli midgoma, romelic biznes-procesebis optimi-

zaciis saSualebas iZleva.

momavali menejerebis Teoriuli momzadeba unda mox-

des realur konteqstSi, dadebiTi da gansakuTrebiT `mdi-

dari~ uaryofiTi praqtikis ganxilviT da analiziT, raTa

saqmianobis dasawyisSive ar Seeguon, kritikulad miud-

gnen Seqmnil mdgomareobas da izrunon mis gardaqmnaze.

universitetebSi unda Seiqmnas mkvlevar-mecnierTa jgufe-

bi, romlebic qveynis sociokulturuli Taviseburebebi-

dan gamomdinare gansazRvraven menejerTa Teoriuli da

praqtikuli momzadebis prioritetebs, raTa es Tavisebu-

rebebi gamoyenebuli iqnes efeqtiani biznesmenejmentis Ca-

mosayalibeblad, radgan ar arsebobs kulturis iseTi

niSnebi, romlebic mxolod negatiuri, an mxolod poziti-

uria.

92

Soso Vardishvili Georgia. Institute for Labour and Production Organization Research. Doctor of Economics Socio-cultural Environment and Perculiarities of Management

Summary The article is dedicated to the peculiarities of business management in

Georgia, which is determined by the following factors: social capital; low level of trust between business partners and company employees; non-existence of real market economy in the country; business monopolization; incomplete corporate and labor law; absence of control of managers by the minority owners. Low living standard, low level of socialization of population and low level of theoretical and practical skills of managers make influence on management.

According to the statistical data and sociological research, most part of managers is dilettante, only 10-12% are managers with special professional education.

In conclusion, systematic research is needed to find ways for improving Georgia’s social environment to increase the effectiveness of management. Considering these factors it is possible to develop Georgian management by combining leading western management experience and our own creative approaches.

93

daviT vekua

ekonomikis akademiuri doqtori, mowveuli profesori

nino faresaSvili

ekonomikis akademiuri doqtori, asistent-profesori

socialuri uzrunvelyofis aqtiuri politikis

regulirebis meqanizmebi saqarTveloSi



saqarTvelo saxelmwifoebrivi mSeneblobis rTul da

winaaRmdegobriv gzaze bevr sirTulesa da safrTxes aw-

ydeba. maTi mogvareba aqtualurobis sxvadasxva xarisxiTa

da simwvaviT gamoirCeva. erTi ram cxadia, rom nebismieri

problemis daZleva unda ganxorcieldes demokratiis

fundamenturi principebis gaTvaliswinebiT, rasac samar-

Tlebrivi saxelmwifo iTvaliswinebs. swored am faseu-

lobebze dayrdnobiT unda moxdes qarTuli saxelmwifos

msoflio TanamegobrobaSi integrireba da qveyanaSi soci-

aluri stabilurobis damkvidreba.

Tanamedrove etapze Cveni qveynis ekonomikasa da po-

litikaSi mimdinare gardaqmnebma ganapiroba socialuri

uzrunvelyofis aqtiuri politikis regulirebis meqaniz-

mebis SemuSavebis aucilebloba.

socialuri uzrunvelyofis sistema unda ganvixiloT,

rogorc qveynis socialuri usafrTxoebis erT-erTi Se-

madgeneli da umniSvnelovanesi segmenti. es marTlac asea,

radgan dRes saqarTvelos mosaxleobis 19%-ze meti sar-

geblobs socialuri uzrunvelyofis sistemis momsaxure-

biT da am tipis momsaxurebaze moTxovnileba yovelwliu-

rad matulobs. qveynis socialuri usafrTxoeba, pirvel

rigSi, saWiroebs iseTi aqtualuri sakiTxebis mogvarebas,

rogoricaa: siRaribis daZleva, dasaqmebis zrda, demogra-

fiuli mdgomareobis gaumjobeseba, migraciuli procese-

bis Sewyveta, sapensio sistemis gaumjobeseba, samedicino

94

momsaxurebis srulyofa da sxva. maTi sistemuri srulyo-

fis gareSe ki qveyanaSi ar damyardeba socialuri stabi-

luroba da simSvide. saqarTvelosTvis, iseve rogorc

postsabWouri qveynebisaTvis `berlinis kedlis dacemam~,

Tavisufali da demokratiuli sazogadoebis mSeneblobis

yvela mentaluri da sistemuri barieri TiTqos moxsna,

magram swored am `kedlis dangrevam~ dagvanaxa, rom samo-

qalaqo mSeneblobis rTul da winaaRmdegobriv gzaze ar-

sebobs kidev sxva barierebi, romlis gadalaxvasac ara

myisieri, aramed sakmaod xangrZlivi dro sWirdeba. erT-

erTi aseTi kedeli sabWouri socialuri uzrunvelyofis

sistemaa, romlis narCenebic dRes kvlav saxezea.

socialuri uzrunvelyofis aqtiuri politikis regu-

lirebis meqanizmebis Camoyalibeba aris is erT-erTi gasa-

Rebi, romelic saqarTvelos sazogadoebas miscems saSua-

lebas am ,,kedelSi~ monaxos is WiSkari, saidanac daiwyeba

Tanamedrove sapensio sistemis Camoyalibeba.

ekonomikis transformaciis paralelurad saqarTve-

loSi reformirebas saWiroebs mTlianad socialuri da-

cvis infrastruqtura, magram gansakuTrebiT mniSvnelova-

nia socialuri uzrunvelyofis sistemis reforma.

socialur sferoSi sapensio sistema sabiujeto saxs-

rebis yvelaze didi momxmarebelia, is sul ufro mZime

tvirTad awveba biujets da amavdroulad pensiebis mcire

odenobis gamo, is kargavs dacviT funqcias, radgan eko-

nomikuri krizisebisa da inflaciis riskebis gaTvaliswi-

nebiT mosaxleoba ver iRebs adekvatur momsaxurebas.

miuxedavad imisa, rom 2003 welTan SedarebiT socia-

luri uzrunvelyofis xarjebis wili mTlian Sida pro-

duqtTan mimarTebaSi 2009 wels TiTqmis 2-jer gaizarda

da Seadgina 7,8%, is mainc jer kidev Zalzed dabalia

iseT postsocialistur qveynebTan mimarTebaSi, rogori-

caa rumineTi, bulgareTi, poloneTi, ungreTi da sxva. es

maCvenebeli zemoTCamoTvlil qveyanaSi aRemateba 17%-s,

rom aRaraferi vTqvaT maRali socialuri orientaciis

95

mqone evropis qveynebze (fineTi, SvedeTi, norvegia da

sxva), sadac socialuri uzrunvelyofis xarjebis wili

mTlian Sida produqtTan mimarTebaSi 30%-s aRemateba.

dRes moqmedi socialuri uzrunvelyofis sistema,

ganviTarebis TvalsazrisiT, sustad aris motivirebuli.

es ganpirobebulia im garemoebiT, rom is mTlianad aris

damokidebuli sabiujeto SesaZleblobebze da ara gamar-

Tul sadazRvevo situaciaze. is, pensiebis daniSvnis kuT-

xiT, 2009 wlis monacemebiT, 838 aTas pensioners sTava-

zobs Zalin mcire pensias, ris gamoc saxelmwifo sapen-

sio sqema TandaTan gardaiqmneba socialuri dacvis mar-

tiv sistemad, romelic uZluria daicvas Sromisuunaro

mosaxleoba ekonomikaSi arsebul maRali riskebisagan.

dRes socialuri uzrunvelyofis mTavari problema

SezRuduli sabiujeto SesaZleblobebia. 2009 wlis mona-

cemebiT mTlianad socialuri danaxarjebis xvedriTma

wilma biujetis xarjebTan mimarTebaSi Seadgina mxolod

26%, rac finansuri resursebis naklebobiTaa ganpirobe-

buli. grZelvadian perspeqtivaSi mosaxleobis daberebisa

da demografiuli problemebis mougvareblobam SeiZleba

sul ufro da ufro meti finansuri resursebi moiTxo-

vos.

Tu pensiis mimRebTa xuTwlian statistikas davakvir-

debiT, davinaxavT, rom Zalzed mniSvnelovania mosaxleo-

bis daberebis dinamika, rac pirvel rigSi seriozuli de-

mografiuli problemaa. 2009 wels asakobrivi WriliT pen-

siis mimRebTa raodenoba 2005 welTan SedarebiT gazrdi-

lia 111 aTasi kaciT da Seadgina 660 aTasi kaci. damafiq-

rebelia is garemoebac, rom es zrda mimdinareobs siste-

maturad yoveli wlis mixedviT. marto 2008 wels 2007

welTan SedarebiT asakiT pensiis mimRebTa raodenoba

gazrdilia 4 aTasi kaciT. yovelive es moiTxovs biujeti-

dan dafinansebis zrdas. gasawevi xarjebis optimizaciis

donis gansazRvris mizniT, xSirad unda gamoviyenoT ise-

Ti midgomebi, romelic daefuZneba danaxarjebisa da Se-

96

degebis analizs. am analizis Sedegad unda moxdes Tanxe-

bis gadanawileba iseT socialur programebze, sadac ma-

Ti gawevidan miiReba meti efeqti.

misasalmebelia, rom saqarTveloSi swored danaxar-

jebisa da Sedegebis analizis Sedegad moxda socialuri

Semweobebis sistemis optimizacia, ramac mniSvnelovnad

Seamcira araefeqtiani xarjebi. TuU 2005 wels am progra-

miT sargeblobda 90 aTasi moqalaqe, axla miznobriobis

zrdis xarjze moxda am programebis optimizacia da 2009

wels mimRebTa raodenoba Semcirebulia 67 aTasi ka-

ciT da Seadgina mTlianad 23 aTasi kaci. Tumca, aqve unda

aRiniSnos is garemoebac, rom rig SemTxvevebSi Sedegebis

gansazRvra raodenobriv maCveneblebSi Zalzed rTulia,

an sulac SeuZlebelia. aseT SemTxvevebSi saWiroa Sexe-

dulebebis formireba sazogadoebrivi azris gaTvaliswi-

nebiT.

xarjebis optimizaciis da minimizaciis procesis ga-

dawyvetam ar unda Seaferxos normaluri sabiujeto pro-

cesi, radgan sakvanZo socialuri programebi ZiriTadad

mimarTulia pirvel rigSi mosaxleobis uRaribesi fenebis

dasaxmareblad, xolo optimizaciam ki pirvel rigSi am

xarjebis miznobriobasa da gamWvirvalobas unda Seuwyos

xeli. programebSi socialuri jgufebis gamoyofa da mi-

samarTebuloba aris swored socialuri uzrunvelyofis

aqtiuri politikis ganxorcielebis gza.

xarjebis optimizacia da minimizacia pirvel rigSi

unda Seexos iseT programebs, sadac mniSvnelovania arae-

feqtiani xarjebis moculobebi. araefeqtiani xarjebi Se-

iZleba aseve warmoiqmnas iseTi programebis ganxorciele-

bis procesSi, romelTa mizani da Sedegebi gamoirCeva

arakonkretulobiTa da aramiznobriobiT. aseT SemTxveva-

Si saWiroa jer kidev proeqtirebis doneze mkveTrad ga-

moikveTos is amocanebi, risTvisac am proeqtebis dafinan-

sebaa gaTvaliswinebuli (magaliTad, kolejebSi momzade-

bis programebis mTavari mizania ganaTlebis donis amaR-

97

leba da ara axalgazrdebisTvis samuSao adgilebis Seq-

mna, jandacvis programebis mizania mosaxleobis samedici-

no momsaxurebis gaumjobeseba da ar eqimTa dasaqmeba da

a.S.). Tumca, aqve unda SevniSnoT, rom meorexarisxovani

miznebic SeiZleba iyos mniSvnelovani, TuU isini qveynis

ganviTarebaSi garkveuli stimulatoris funqcias Seasru-

leben.

danaxarjebis efeqtianobis Sefasebis dros xSirad

marTebulia analizi gaukeTdes empiriul monacamebs. ase

magaliTad, SesaZlebelia SevadaroT bavSvTa sikvdilia-

noba da cxovrebis saSualo xangrZlivoba jandacvaze ga-

weul xarjebTan da SevafasoT kavSiri mosaxleobis fi-

zikur janmrTelobasa da jandacvaze gaweul danaxarjebs

Soris. Tumca, xSirad Zalian rTulia socialuri progra-

mebis ekonomikuri efeqtianobis gansazRvra, radgan isini

uamrav faqtorze arian damokidebuli, mag. politikur,

ekologiur, socialur da sxva faqtorebze.

msoflio ekonomikuri krizisis fonze saqarTveloSi

gansakuTrebul funqcias iZens saxelmwifo, rogorc mak-

roekonomikuri procesebis regulatori da amitom Cveni

sazogadoeba samarTlianad wuxs imis gamo, Tu rogor

SeZlebs saxelmwifo adaptacias im moTxovnebisadmi, ra-

sac mas uyenebs globalizaciis procesSi myofi msoflio

ekonomika. am funqciis Sesruleba saxelmwifos SeuZlia

mxolod im SemTxvevaSi, rodesac igi imyofeba socialuri

problemebis centrSi da axorcielebs aqtiur socialur

politikas.

socialuri uzrunvelyofis aqtiuri politikis meqa-

nizmebis SemuSaveba mniSvnelovnad aris damokidebuli mo-

saxleobis mxardaWeraze da amitom am sferoSi politiku-

ri faqtori reformebis ganxorcielebis procesSi xSirad

gadamwyvetia.

saqarTveloSi gansakuTrebuli roli eniWeba evropis

saxelmwifoebTan urTierTobasa da TanamSromlobas. am

procesSi erT-erT mniSvnelovan saerTaSoriso dokuments

98

evropuli socialuri kodeqsi warmoadgens, romlis moq-

medebis areals, rogorc evropis wevri qveyana, saqarTve-

loc SeuerTda.

evropis socialuri kodeqsi metad mniSvnelovani do-

kumentia politikuri, ekonomikuri da socialuri Tval-

sazrisiT. upirveles yovlisa, mas aqvs saerTaSoriso po-

litikuri mniSvneloba. misi mizania, gaaZlieros Tanam-

Sromloba evrosabWos wevr qveynebs Soris. igi moiTxovs

saxelmwifoTa politikur urTierTTanadgomas da maTi

interesebis erTmaneTTan daaxloebas, rac mSvidobiani Ta-

naarsebobis sawindaria.

evropuli socialuri kodeqsi, mosaxleobis materia-

luri uzrunvelyofis regulirebis saqmeSi, ekonomikurad

Zalze mniSvnelovania dokumentia. igi mowodebulia arse-

buli SesaZleblobebis gamoyenebis gziT Seqmnas socia-

luri uzrunvelyofis minimaluri standartebis maRali

done.

ekonomikaSi mimdinare reformebis Sedegebi ukve aisa-

xeba Cveni qveynis sazogadoebriv-politikur cxovrebaSi.

Cveni sazogadoeba TandaTan eCveva im azrs, rom saxelmwi-

fos roli da funqcia, gnebavT valdebuleba, misi, ro-

gorc moqalaqis mimarT, moiazreba ara rogorc ,,mama-mar-

Cenali~, aramed socialuri dacvis garantiebis SeqmnisaT-

vis adekvaturi politikuri da ekonomikuri garemos Sem-

qmneli.

sxva sityvebiT rom vTqvaT, sazogadoebrivi azri ukve

yalibdeba imgvarad, rom sabazro ekonomikis ganviTarebis

dRevandel etapzec ki aucilebelia ekonomikisa da soci-

aluri sferos ara urTierTganyenebuli warmodgena, ara-

med maTi adaptacia da erTian, mTlian sistemad Camoyali-

beba.

am sferoSi reformebis ganxorcielebis saerTo Tan-

xmobis miuxedavad unda iTqvas, rom saqarTveloSi refor-

mis dawyebis etapi Wianurdeba. Ffragmentuli programebi,

romelic am sferoSi mimdinareobs, uaxloes momavalSi

99

ar iTvaliswinebs mis modernizacias, es ki xels uSlis

sistemis srul adaptacias sabazro realobasTan.

qveynebSi, romlebic dgebian sistemuri reformebis

rTul gzaze, saWiroeben gadawyviton ramdenime principu-

li sakiTxi, romelic ukavSirdeba socialuri dacvis sis-

temis gardaqmnis tempebis, masStabebis da funqciebis gan-

sazRvras. pirvel rigSi es Seexeba mTavar midgomas, gag-

rZeldeba Tu ara socialuri uzrunvelyofis sistemebis

finansuri momsaxureba sabiujeto dafinansebis gziT, TuU

iwyeba savaldebulo sapensio sadazRvevo sistemebis da-

nergva? saxelmwifo, rogorc mzRveveli, saxelmwifo fi-

nansebiT Semodis sadazRvevo bazarze, Tu es procesi

mTlianad unda mivandoT kerZo dazRvevas? es aris is

mTavari Temebi, romlebmac unda gadawyviton socialuri

uzrunvelyofis aqtiuri politikis ganxorcielebis gze-

bi da perspeqtivebi saqarTveloSi.

dRes saqarTvelos SeuZlia gadaanawilos saxsrebi

amJamad momuSave Taobasa da sapensio asaks miRweul Ta-

obebs Soris ise, rom ar gamoiwvios qveyanaSi seriozuli

ryevebi da efeqtianad ganaxorcielos cxovrebaSi Taoba-

Ta solidarobis principi.

saqarTvelos dRevandeli socialuri infrastruqtu-

ra parametrul reorganizacias saWiroebs. parametrulis

qveS igulisxmeba sadazRvevo Senatanebis, pensiebis da

xelfasebis urTierTkavSiris sistemis axal principebze

Camoyalibeba. personificirebuli aRricxva am reorgani-

zaciis erT-erTi umniSvnelovanesi elementia, man xeli

unda Seuwyos qveyanaSi pensiebis diferencirebulad da-

niSvnis sistemis amoqmedebas, e.i. pensiebis odenobis gan-

sazRvras sadazRvevo Senatanebisa da staJis mixedviT. so-

cialuri uzrunvelyofis personificirebuli sistema

xels Seuwyobs Sromis bazris stabilurobas, rac Zal-

zed mniSvnelovania biznesisaTvis, radgan SromiTi re-

sursebis stabiluroba iZleva samuSao Zalis kvalifika-

ciis amaRlebis SesaZleblobas. es ki pirvel rigSi swo-

100

red biznesis modernizacias miscems ganviTarebis SesaZ-

leblobas.

radgan sabazro urTierTobebis dros arsebuli wi-

naaRmdegobebi da naklovanebebi udavod saWiroebs saxel-

mwifos mxridan aqtiur Carevas, efeqtianma da sicocxli-

sunarianma socialuri uzrunvelyofis sistemam unda ga-

iTvaliswinos mis winaSe arsebuli amocanebis gadawyveta

ise, rom maqsimalurad moxdes misi adaptacia da SeizRu-

dos saxelmwifos mxridan operatiuli Carevis aucileb-

loba. saxelmwifos monawileoba socialur uzrunvelyo-

fis sistemaSi sulac ar gulisxmobs mxolod saxelmwifo

sapensio sadazRvevo sistemis Camoyalibebas, radgan arse-

bobs kidev sxva zemoqmedebis berketebic, magaliTad ga-

dasaxadebi da subsidiebi, kerZo sadazRvevo sistemebis

funqcionirebis xelSewyoba da sxva.

qveyanaSi biznesis gaumjobesebis TvalsazrisiT gan-

sakuTrebiT mniSvnelovania kerZo sapensio dazRvevis da-

nergva, radgan is sxva saxeobebisgan gansxvavebiT xan-

grZlivi droiT dagrovebiT sqemazea gaTvlili, amitomac

SesaZlebelia droebiT Tavisufali sadazRvevo resurse-

bi gamoviyenoT investiciebisaTvis. is ormxrivad sasar-

gebloa, radgan dazRveva iRebs dividendebs investiciebi-

dan, xolo biznesi ki damatebiT finansur resursebs.

rodesac qveyana irCevs socialuri uzrunvelyofis

models, Zalzed mniSvnelovania Tu ra finansuri poten-

ciuri rezervebi da SesaZleblobebi gaaCnia. Aaqedan gamo-

mdinare, aucilebelia ekonomikisa da socialur sferoSi

mimdinare reformebis harmonizacia, zogadi saxelmwifo-

ebrivi mSeneblobis procesis socializacia, keTildReo-

bis garantiebis formirebaSi saxelmwifosa da pirovnebis

urTierTpasuxismgeblobisa da urTierTvaldebulebebis

meqanizmebis SemuSaveba da maTi cxovrebaSi damkvidreba.

101


1. saqarTvelos kanoni ,,dazRvevis Sesaxeb~, 1997;

2. SaTiriSvili j., kakaSvili n., sadazRvevo saqme~, Tb.,

2008;

3. WiotaSvili d., dazRveva finansuri bazris sistemaSi,

fski Sromebis krebuli, t. IV, Tb., 2000;

4. vekua d., mosaxleobois socialuri dacvis makroekono-

mikuri regulireba postsabWour qveynebSi, Tb., 2003.

5. Ермаков С.В., Ермакова Н.В., Страхование, М., 2008;

6. Шахов В., Ахвледиани Ю., Страхование, ЮНИТИ, М., 2009; 7. Кох П., Голтгаузен Т. и др., Страховое дело, Том I, Основы страхования, М., 2004; 8. Кох П., Голтгаузен Т. и др., Страховое дело, Том II, Виды страхования, М., 2004;. 9. www.geostat.ge.

David Vekua Georgia. Iv. Javakhishvili Tbilisi State University. Doctor of Economics, Visiting Professor Nino Paresashvili Georgia. Iv. Javakhishvili Tbilisi State University. Doctor of Economics, Assistant-professor

The Effective Mechanisms of Social Protection Policy Regulation in Georgia

Summary In the article the authors concentrate attention on the controversies and

shortcomings of market relations, what undoubtedly, requires active government intervention . Effective and viable system of social security should ensure to attain objectives, which provide maximal adaptation. When the country selects the social security model, the availability of potential financial reserves and capacities are of basic importance. Consequently, reforms ongoing in the social and economic spheres shall be harmonized, the process of general state building should be socialized and the mechanisms of mutual responsibilities and mutual obligations between the state and person should be developed and put in place in the real life.

102

SoTa veSapiZe

ekonomikur mecnierebaTa doqtori, asocirebuli profesori

giorgi nanuaSvili

ekonomikis akademiuri doqtori, asocirebuli profesori

saerTaSoriso samewarmeo

garemos krostruqturuli aspeqtebi


universiteti

saqarTvelo, gori, goris saswavlo universiteti

upirveles yovlisa, unda ganvmartoT, ras niSnavs

`kroskultura~. `kros~ inglisuri cross-isagan warmodgeba, rac qarTulad sityva-sityviT niSnavs: process, roca

kreb da SeimuSaveb ideebs ori an ramdenime sxvadasxva

qveynidan da kulturidan. aqedan gamodis, rom `kros-kul-

tura~ qarTulad daaxloebiT ori an ramdenime qveynisa

da kulturidan miRebul, an maTgan SemuSavebul ideebs

niSnavs. es iseTi ideebia, romlebic sxvadasxva saxelmwi-

foTa interesebis gadakveTis sferoTa SekrebiTa da maTi

gaTvaliswinebiT, SeTanxmebis Sedegad SemuSavdeba da

xorcieldeba.

kroskulturuli aspeqtebis Seswavlas didi mniSvne-

loba aqvs kulturuli horizontebis marTvisaTvis _

`brZanebis~, anu qcevis erTiani wesebis Sesaqmnelad. biz-

nesis sul ufro mzard transnacionalizaciasa da glo-

balizaciasTan dakavSirebiT sruliad sxvadasxva msof-

laRqmis individTa dajgufebis moqmedebis koordinaciis

problema mudam pirvel planzea. brZanebebis Seqmnis

problema ukve didi xania Seiswavleba menejmentis saswav-

lo saxelmZRvaneloebsa da kursebSi, maSinac ki, rodesac

biznesis monawileni ZiriTadad erT qveyanas, anu kultu-

ras ganekuTvnebian, saerTaSoriso brZanebebi axla ukve

mtkiced damkvidrdnen Cvens cxovrebaSi. arcerT mravale-

103

rovnul kompanias ar SeuZlia gverdi auaros maTi swav-

lebis sakiTxebs.

saerTaSoriso brZanebis Tanamonawileebma mas Semdeg,

rac isini gaecnobian TavianTi partniorebis erovnul Ta-

viseburebebs, unda miiRon rekomendaciebi, rogor iurTi-

erToben erTmaneTTan, ras SeiZleba moelodnen misgan.

ras xedaven amerikeli, frangi, ingliseli da germaneli

biznesmenebi TavianTi Tvalsawieris farglebSi? riT gan-

sxvavdebian es Sexedulebani principulad (da iqneb fata-

luric arian) Tqveni Sexedulebebisagan? raSi emTxvevian

ermaneTs? iseTi sferoebic arsebobs, sadac ori eri SeiZ-

leba mivides SeTanxmebamdec. swored zemoaRniSnuli

TvalsazrisiT aris mniSvnelovani kroskulturuli aspeq-

tebis Seswavla saqarTvelosTvis.

saerTaSoriso mewarmeobis warmatebebi bevradaa damo-

kidebuli partniorebTan urTierTobis xasiaTze, saqmiani

kavSirebis damyarebis, codnis, maTze saWiro STabeWdile-

bis moxdenis unarze, aseve partnioris motivaciis gagebis

unarze. Tanamedrove mewarmisaTvis Zalze mniSvnelovania

icodes saqmiani eTikis Taviseburebebi msoflios sxvadas-

xva qveyanaSi, partniorTa qcevis specifikuri Tvisebebi,

rogorc sxva qveynebis saqmiani kulturis matareblebisa.

aucilebelia gaviTvaliswinoT erovnuli fsiqologia,

tradiciebi, konkretuli qveynebis wes-Cveulebebi, agreTve

piradi Taviseburebebi: Cvevebi, Jestebi, mimika.

saerTaSoriso mewarmeobis kroskulturuli aspeqtebi

moicavs sxvadasxva biznes-kulturis gamokvlevas, saqmiani

eTikis da etiketis Taviseburebebis Seswavlas, agreTve

komunikaciur gansxvavebebs adamianebs Soris. saSualebas

gvaZlevs kargad gavigoT ama Tu im kulturis gansxvaveba-

Ta mizezebi, romlebic damaxasiaTebelia sxvadasxva qvey-

nis biznesis warmomadgenelTaTvis.

kroskulturul rekomendaciaTa umetesobas ar gaaC-

nia Teoriuli safuZveli, ubralod, isini warmoadgens me-

warmeTa praqtikuli dakvirvebebisa da anketirebis Se-

104

degs, romelTac aqvT saerTaSoriso urTierTobis xan-

grZlivi gamocdileba.

ama Tu im qveynis saqmiani kulturis Taviseburebebi

saSualebas iZleva CamovayaliboT gansazRvruli kanonzo-

mierebebi saqmiani urTierTobisa, sxvadasxva qveynis mewa-

meTa Soris, Semdegi mimarTulebebiT:

• komunikaciebi, maT Soris verbaluri da araverba-

luri;

• gacnoba, misalmeba, wardgena, pirveli kontaqtebi

da Sexvedrebi;

• kontaqtebis Catarebis wesi, maT Soris saqmiani oq-

mis;

• molaparakebebze qcevis wesebi;

• moTxovnebi garegnul ier-saxeebTan, manerebTan,

saqmian tansacmelTan;

• saqmiani mimowera;

• miRebis organizacia.

komunikaciaTa Taviseburebebis Seswavla saSualebas

iZleva aRmovaCinoT, rom zogierTi cnebebis gadaTargmna

sxva enaze SeuZlebelia, magaliTad, espanur enaSi araa

sityva `mewarme~. Zalian mniSvnelovania Jestebis ena (body

language), romelic Zlier gansxvavdeba sxvadasxva qveyana-

Si. magaliTad, bulgarelebi da Turqebi Tanxmobas gamo-

xataven Tavis moZraobiT erTi mxridan meoresaken, rac

sxva qveynebis warmomadgenelTaTvis niSnavs uars. erTi

da igive Jests sxvadasxva qveyanaSi SeiZleba hqondes

sxvadasxva mniSvneloba, magaliTad, saCvenebeli da didi

TiTiT warmoqmnili aso Ò~ (o) niSnavs `keTili~ (okay,

O.K.), aSS-Si, iaponiaSi _ fuls da tunisSi _ `me Sen mog-

klav~.

araverbaluri enis kidev erT magaliTs warmoadgens

adamianebs Soris manZili saubris dros. situaciis Sesa-

bamisi manZilis gancda yovel kulturas Tavisi aqvs. maga-

liTad, amerikelebi cdiloben Tavi aaridon axlo man-

105

Zilze saubars, rac damaxasiaTebelia laTinoamerikelebi-

saTvis.

komunikaciis Taviseburebebs gansakuTrebuli mniSvne-

loba aqvs pirveli Sexvedrisas, radganac amazea damoki-

debuli partnioris ganwyobis mopoveba da urTierT simpa-

tiis, ndobis damyareba.

gacnoba saWiroebs windaxedulebas, vinaidan zogier-

Ti Jesti da niSani SeiZleba arasworad iqnes gagebuli.

magaliTad, magari xelisCamorTmeva damaxasiaTebelia aSS-

Si saqmiani oqmisaTvis, aseve evropis qveynebSi (safran-

geTSi xelisCamorTmeva miRebulia 2-jer _ Sexvedris win

da Semdeg), xolo savsebiT aradamaxasiaTebelia samxre-

Tis da samxreT-aRmosavleT aziis qveynebisaTvis. iaponii-

saTvis tradiciul misalmebas warmoadgnes Tavis dakvra.

aseve gansxvavebulia qveynebSi saCuqrebis miZRvnis da

saxlSi mipatiJebis wes-Cveulebebi. magaliTad, Soreul

aRmosavleTSi patara fasiani saCuqris gareSe misvla

aRiqmeba ara marto rogorc etiketis darRvevad, aramed

rogorc arcTu ise didi dainteresebis maCvenebeli Sex-

vedrisas.

specialistTa rekomendaciebs Soris saqmiani oqmis

sferoSi seriidan `ra ar unda gaakeToT~, SeiZleba dava-

saxeloT Semdegi:

• aCuqoT amerikels kenti raodenobis yvavili;

• iaponels an taivanels mxarze an zurgze xeli dah-

kraT;

• dauZaxoT inglisels an frangs saxeliT pirvelive

gacnobisas;

• hkiTxoT evropels, ramdens gamoimuSavebs;

• iyoT oficialur Sexvedrebze sportuli an Ria

fexsacmliT, mamakacebi _ TeTr windebSi, qalebi _ de-

koltirebul kabebSi.

106


1. movsesiani a. g., ognievcevi s. b., msoflio ekonomika,

rusulidan Targmna S. veSapiZem. or tomad: t. I, Tb., 2003;

t. II, Tb., 2004;

2. veSapiZe S., lekaSvili e., griSikaSvili a., aslamaziSvi-

li n., msoflio ekonomika, Tb,, 2008;

3. Fisher, Glen (1980) International Negotiation: A Cross - Cultural Perspective, Yumouth, ME: Intercultural Press; 4. Кратко И. Г. Международное предпринимательство: Учеб. пособие - М. ИНФРА, 2001, 272 с.; 5. Льюис Ричард D. Деловые культуры в международном бизнесе. От столкновения к взаимопониманию: Пер. с англ. – 2-е изд. - М. Дело, 2001 – 448 с.

Shota Veshapidze Georgia. Techinal Unioversity of Georgia. Doctor of Economics, Associate Professor George Nanuashvili Georgia. Gori University. Doctor of Economics, Associate Professor

Cross Cultural Aspects of International Entrepreneurial

Environment Summary

Cross culture is an English word combination and expresses a process, when ideas from two or more countries and cultures are added and developed. Study of cross cultural aspects of international entrepreneurial environment is important to create unified rules of behaviour. The aim of the authors is to understand what is the differences between the American, French, English and German businesspeople viewpoints and that of ours and in what they coincide. They argue that there are fields where two nations can agree with each other. In this very aspect is the study of cross cultural characteristics important for Georgia. Consideration of the national values, customs, individual character traits, jestures, mimics is essential.

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ALEKSANDRA KACZMAREK PhD student

CORPORATE SOCIAL RESPONSIBILITY FROM THE PERSPECTIVE OF THE FIRST DECADE OF 21ST

CENTURY IN POLAND

Poland, Warsaw, National Defence University

It has been over twenty years since the events which set into motion radical social and systemic changes in Poland. As a result the conditions of business operation have changed completely. The changes influenced also ideas, methods and ways of management. Many new problems and challenges have appeared. One of them is corporate social responsibility. The author describes the changes in the perception of corporate social responsibility by the Polish society based on the research conducted by specialized research facilities. She also presents the trends of improving corporate social responsibility resulting from implementation of the ISO 26000 standard.

After the World War II Poland has been taken into the sphere of influence of the former Soviet Union as a result of the settlement made by the great world powers. This fact has affected many aspects of the Polish society, including the generally-understood economy. During that period "socialist" centrally managed economy had a dominant role in Poland. Political authorities decided what is to be manufactured, for whom and how. Even the prices of particular items were set at the top level. The goal of this economy was fair and just distribution of goods, as opposed to profits made by capital owners in capitalist countries.

There were two significant characteristics of the centrally managed economy: domination of state-owned means of production and allocation of economic resources with disregard to the market. State-owned means of production included mostly capital facilities, to a lesser degree land and least of all the labor. Key decisions concerning allocation of economic re-sources were made by the central party and state bureaucracy, which in-cluded central planners. The economy has been regulated not by the market, but by the central plan. This economic system has affected also manage-ment processes which focused mostly on completion of plans. During that

108

period companies have operated in a specific way, as they had to fulfill a number of social functions as decreed by political authorities. Therefore the issue of what we call today corporate social responsibility has not even emerged.

The social and political transformation which took place in Poland after 1989 brought about the change of the economic system to that of market economy. Companies have begun to operate in a new way as their roles and functions changed. Also the methods of corporate management evolved, based on the principles, methods and cases tested in other countries. However, a host of new issues has appeared, related not only to the companies and their management, but also to the society for whom the companies are working. One of those issues which went unnoticed before was corporate social responsibility (pertaining to an organization or a company). Therefore the goal of my presentation is to show the changes which have occurred in the first decade of the twenty first century in respect to that area. In order to present the problems of corporate social responsibility more clearly it is necessary to define some notions which are essential for this analysis. What is social responsibility of an organization? The simplest answer is that it is a number of organization's obligations to protect and empower the society it operates in. In other words it is a concept in which the company at the strategy building stage voluntarily considers social interests and environmental protection, as well as proper relations with various groups of stakeholders.

The relevant literature contains many definitions of that concept. One of them points out that it is management's duty to select such decisions and actions which contribute both to the organization's own interest (increasing its profits) and to protection and enhancement of wellbeing of the society.1 This definition highlights two aspects of social responsibility. As far as pro-tection is concerned, the focus is on refraining from actions which are so-cially harmful, even if they are profitable to the company. On the other hand, companies should take actions which will be directed toward preven-tion and elimination of various negative social phenomena. As far as the

1 Rybak M., Społeczna odpowiedzialność biznesu – idea i rzeczywistość (Corporate social

responsibility – concept and reality), Warsaw 2001, page 28.

109

welfare is concerned, the focus is on creative role of business in attaining the social wellbeing.

Corporate social responsibility is one of the most dynamic, complex and challenging issues which face business leaders today. Nowadays private companies feel the increasing pressure to play more active role in creating conditions for a better life. CSR means involvement of business in ethical conduct and promoting economic development while demonstrating respect for people, local communities, nations and environment. CSR integrates the concept of global citizenship with concern for the environment and sustained development.

The practice of Polish companies shows that corporate social responsibility may appear as one of four attitudes: resistance, social obligation, social reaction and social contribution.

If a company does not get involved in solving social problems or even, in some cases, refuses to accept that responsibility or decides to cover it up, this means the company's attitude is that of resistance. In the strategy of social obligation the company tries to legitimate its operation by application of economic and legal criteria. In such case the company assumes it is responsible only before its shareholders, which practically means that it accepts only obligations designated by law. Social reaction implies that a company accepts its legal and ethical duties and, in some cases, gets involved in charity work. The strategy of social contribution is the top level of social responsibility. The fundamental principle of this strategy is to be a good citizen who proactively seeks opportunities to provide individual contribution to the welfare of the whole society.1 Social responsibility should affect any decision, whether it pertains to employees, products, quality or operations. It is a way of thinking and acting and not a separate program or campaign.

As far as management theory and practice are concerned, social responsibility of an organization is based on five domains:

Domain of economic responsibility, which pertains to executive su-pervision, consistency of actions related to economic development of the

1 Rybak M., Społeczna odpowiedzialność biznesu – idea i rzeczywistość (Corporate social

responsibility – concept and reality), Warsaw 2001, page 37.

110

organization and of the society, tax contributions, cooperation with local suppliers and local work force etc.

Domain of social responsibility, which pertains to work safety, health, amenities, fair remuneration, avoidance of child labor and discrimination, cooperation with community organizations, professional organizations and local authorities; in other words, it relates to human rights, labor rights and development of local communities.

Domain of environmental responsibility, which pertains to preventing or minimizing harmful influence on the environment, reduction of consumption of natural resources, support of initiatives which promote responsibility toward the environment, development and implementation of systems, processes, technologies and innovations which are friendly to the environment.

Responsibility in the domain of knowledge, which pertains to learning, knowledge creation, management and sharing of knowledge, creating community access to knowledge (e.g. scholarships for outstanding students), helping to promote education of local communities.

Responsibility in the domain of ethics, which pertains to abiding laws and ethical standards in all aspects of the organization operation, promoting ethical standards, preventing corruption and other social abuses.

The concept of corporate social responsibility is very broad and complex, therefore it is difficult to establish a standard or a system which would cover all aspects of CSR. But there are some emerging tools to compare actions related to CSR:

- Keidanren Charter for Good Corporate Behavior - ten principles established by the Japanese Federation of Economic Organizations, defining business activities;

- Principles for Business - seven principles drafted by the international network of business leaders - Caux Round Table. The purpose of establishing of those principles is to define a world standard of social responsibility which could be used to measure performance of organizations; - Principles for Global Corporate Responsibility - universal tool for comparative assessment prepared by the Interfaith Center on Corporate Responsibility, which helps to ensure the responsibility of companies in line with the best standards specified by international conventions on human rights and labor;

111

- Social Accountability 8000 - a standard developed to enable organi-zations to develop voluntary standards of social responsibility and their authorization;

- Sustainability Reporting Guidelines – a platform for creation of reports on related aspects of sustainable development from the economic, environmental and social perspective;

- Sustainability Through the Market – seven chief principles developed by the World Business Council for Sustainable Development that allow companies to implement practices of sustainable development and to benefit from them.1

Today the sphere of social responsibility of organizations is governed by ISO 26000, adopted on 1 November 2010. It contains the answers to key questions:

- How do you define social responsibility and what are its basic principles?

- What are the key areas of social responsibility? - What issues and actions are important to each area? - How to implement the principles of social responsibility in

accordance with ISO 26 000? - What are the benefits of implementing the principles of social

responsibility? The provisions contained in ISO 26000 show that social responsibility

of an organization means the impact of its decisions and actions on the society and the environment, through transparent and ethical behavior that:

- contributes to sustainable development, including health and welfare of the society,

- takes into account the expectations of stakeholders (individuals or groups who are interested in decisions or actions of the organization),

- is compliant with applicable laws and consistent with international standards of conduct,

- is implemented throughout the organization and enforced in its activities within its sphere of influence.

1 Gustafson J., Czym jest społeczna odpowiedzialność biznesu? (What is social responsibility

of business?) [in:] Biznes vol. 1. Zarządzanie firmą, Warsaw 2007, p.192.

112

Analysis of the standard indicates that it contains guidelines for social responsibility, which may be applied voluntarily by all organizations; at the same time, it does not contain requirements and is not meant to be used for certification.

A key problem related to the issues discussed is the answer to the question: how does society understand and interpret corporate social responsibility. Research conducted in Poland indicates that as the economic situation improved and the principles of the market economy took hold, attitude toward corporate social responsibility is visibly changing.

In the beginning of the 21st century Poles assessed companies primarily on the basis of the quality of their products and ways in which they treated their employees and subcontractors. Quality of service was also an important factor in the evaluation. Involvement into communal and charity activities and the issues of environmental protection were perceived as much less important. It might be said that companies were seen from the perspective of a customer who wants to buy a good product and be well served and from the perspective of an employee who needs proper treatment and fair wage.

Research conducted at that time indicated that in the opinion of the respondents the role of large companies in the society is to generate profit, pay taxes and provide workplaces; in other words, to observe the law. Hence it can be concluded that the issue of corporate social responsibility was almost nonexistent in the respondents' perception and needs. It was identified mostly with the issue of proper treatment of workers, obeying workplace safety and health rules and timely payment of wages.1

Today those attitudes are clearly changing. Increasingly corporate social responsibility is assessed by the Polish public in terms of new values. These include the attitude toward natural environment, support for charity organizations and local communities as well as ethical conduct. However, promotion of principles and goals of corporate social responsibility in the society is still a challenge. It may be seen that media are more interested in showing the negative impact of companies' actions than their commitment toward initiatives benefiting the society and the environment.

1 The presented findings are based on research conducted by IPSOS Polska in 2003, as pub-lished in „Postawy wobec społecznej odpowiedzialności biznesu” (Attitudes towards corporate social responsibility), www.ipsos.pl/3_2_009a.pdf

113

In recent years there has been a drive to develop a common model of promotion of corporate social responsibility. Various groups of stake-holders were invited to the discussion, so that the policy will be developed from the wider perspective. The list of possible actions is long. The authori-ties face an important task of encouraging companies to include the policy of corporate social responsibility in their practice, especially the small and medium enterprises, which have taken modest attempts to commit to social actions on a larger scale. The following years will show how deeply the idea of social responsibility has rooted into the awareness of Polish entrepreneurs and what will be actually accomplished due to strategic thinking of benefits for all stakeholders.1 It shall also be seen how the issue will be understood and assessed by the society as a whole.

aleqsandra kacmareki

poloneTi. varSava. Tavdacvis nacionaluri

universiteti. doqtoranti

korporaciis socialuri pasuxismgebloba poloneTSi XXI

saukunis pirveli aTwleulis perspeqtividan

reziume

oc welze meti gavida mas Semdeg, rac poloneTSi ra-

dikaluri socialuri da sistemuri cvlilebebi ganxor-

cielda. Secvlilma biznesis funqcionirebis pirobebma

gavlena moaxdina menejmentis meTodebsa da midgomebze.

gamoikveTa mravali axali sirTule da problema, romel-

Tagan erT-erTi korporaciebis socialuri pasuxismgeb-

lobaa. avtori ganixilavs poloneli sazogadoebis mier

korporaciebis socialuri pasuxismgeblobis sakiTxis aR-

qmas specializebuli kvleviTi dawesebulebebis mier

ganxorcielebul kvlevebze dayrdnobiT. igi, aseve, msje-

lobs ISO 26000 standartis danergvis Sedegad korporaci-ebis socialuri pasuxismgeblobis gaumjobesebis tenden-

ciebze.

1 Rudnicka A, Wpływ strategii społecznej odpowiedzialności na rozwój regionu (Influence of the corporate social responsibility strategy on the regional development), [in] Społeczna odpowiedzialność biznesu a struktury lokalne, Poznań 2009.

114

eduard kavTiZe

doqtoranti

bunebrivi stimulebi da ekonomikis principebi


universiteti

stimulebis arsis Sesaxeb ekonomikur, filosofiur,

fsiqologiur da sxva literaturaSi gamoTqmulia sxva-

dasxva mosazreba, maT Soris iseTebic, romelTa mixedviT

stimulebi warmoadgenen adamianis moqmedebis Sinagan aR-

mgzneb faqtors. magaliTad, g. zazerskis azriT, ,,garegani

aRgznebisagan gansxvavebiT, Sromis stimuli warmoadgens

Sinagan aRgznebas, Secnobil process~.1 magram mecnierTa

umravlesoba, romelTa azrsac Cven viziarebT, stimuls

miiCnevs garegan wambiZgebel Zalad, romelic adamianSi

iwvevs moqmedebis motivs2 (Cveni azriT am SemTxvevaSi um-

jobesia ,,motivis~ nacvlad termin ,,impulsis~ gamoyeneba).

ZiriTadad am azrs aviTarebs o. gogiaSvili zemoaRniS-

nul avtorTa mosazrebebis kritikul analizze dayrdno-

biT3. igive azri ekonomikuri stimulebis gare aRmgznebi

moqmedebis Sesaxeb naTlad Cans Tanamedove dasavlur

ekonomikur literaturaSi am problemebis Sesaxeb4,5.

amasTan, termini ,,stimuli~ ekonomikur literaturaSi

gamoiyeneba ekonomikuri stimulis azriT. Cven migvaCnia,

rom misgan unda ganvasxvavoT bunebrivi stimuli. magali-

1 Зазерский Г.Д., Труд и его стимулы, Ленинград, 1970, с. 13. 2 Якобсон П.М., Псиxологические проблемы мотивации поведения человека, М. 1969, с. 297. 3 o. gogiaSvili, Sromis stimulebi, Tb., 1978, gv. 14-21. 4 Питер Т. Чингос. Оплата труда персонала в динамичной делавой среде. Кн.: Оплата по результату. Из опыта оплаты труда персонала в США. Второе издание, Москва-Санкт-Петербург-Киев, 2004, с. 25. 5 Роналд Дж. Эренберг. Роберт С. Смит. Современная экономика труда. Теория и государственная политика, М. 1996, с. 411.

115

Tad, Tu Tavisufali adamiani TavisTvis, Tavisi ojaxisaT-

vis awarmoebs mocemul produqts, maSin es produqti

aris misi qcevis ganmsazRvreli (gamomwvevi, aRmgznebi)

bunebrivi faqtori. igi Sromisaken ubiZgebs adamians ise-

ve, rogorc magaliTad, xelfasis survili, romliTac

igi Semdeg misTvis saWiro produqtebs SeiZens, magram

xelfass mas aZlevs damqiravebeli, xolo TavisTvis pro-

duqtis warmoebis SemTxvevaSi mis stimulirebaSi sxva pi-

ri ar aris Careuli, maSasadame, stimuli aris qcevis gan-

msazRvreli (gamomwvevi, aRmgznebi) yovelgvari faqtori

_ nivTi, movlena da sxv. maT Soris bunebrivi stimuli

aris nivTi, movlena, romelic sxva pirTa gareSe aRag-

znebs adamians moqmedebisaTvis, xolo ekonomikuri stimu-

li aris nivTi, movlena, romelsac erTi piri iyenebs meo-

ris moqmedebis gamosawvevad. maSasadame, ekonomikuri sti-

muli aucileblad ekonomikur urTierTobaSi warmoiSoba,

xolo bunebrivi stimuli uSualod warmoadgens adamian-

Ta mizans da maTi qcevis (moqmedebis) aRmZvrels.

SeiZleba daibados azri, rom bunebrivi stimulebi ar

warmoadgenen ekonomikuri mecnierebis kategorias. magram

aviRoT magaliTi, rodesac adamianebi erTad nadiroben

da Tanasworad inawileben nanadirevs. isini inawileben

Sromasa da Sromis Sedegs, maSasadame, ekonomikur urTi-

erTobaSi imyofebian erTmaneTan, xolo maTi interesi ma-

inc bunebriv interess warmoadgens. maSasadame, bunebrivi

stimuliT gamowveuli moqmedeba, kerZod, Sroma, SeiZleba

aseve ganxorcieldes ekonomikuri urTierTobebis saSua-

lebiT, rodesac adamianebi erTad awarmoeben ama Tu im

maTTvis saWiro produqts, rodesac gareSe piri maT ar

ganusazRvravs pirobas, esa Tu is samuSao ama Tu im para-

metrebiT ama TuUim vadaSi Seasrulon.

Cven migvaCnia, rom am gansxvavebis aRniSvna adamianis

qcevaze Sromis ekonomikuri stimulebis gavlenaSi ufro

naTlad garkvevis saSualebas iZleva, rac gansakuTrebiT

naTelia pirvel yovlisa monis Sromis SemTxvevaSi, rome-

116

lic moklebuli iyo rogorc ekonomikur, ise bunebriv

stimuls. es Sroma ara mxolod moklebuli iyo yovel-

gvar ekonomikur stimuls, aramed mis dros faqtobrivad

ar moqmedebdnen Sromis bunebrivi stimulebi, razec gav-

lenas axdenda swored monaTmflobelis mier monis mi-

marT damokidebuleba, rogorc uuflebos mimarT _ monaT-

mflobeli monas eqceoda, rogorc pirutyvs, amuSavebda

maTraxis qveS. magram imisaTvis, rom mona ar momkvdariyo

SimSiliTa da siciviT, monaTmflobels misTvis unda Se-

eqmna sicocxlis SenarCunebis minimaluri pirobebi. dov-

laTis es raodenoba, romelic monas unda moexmara, kav-

SirSi ar iyo misi Sromis SedegTan, maSasadame, ar warmo-

adgenda misTvis Sromis stimuls. rogorc aRvniSneT, Ta-

visufali adamianisaTvis, romelic TavisTvis muSaobs,

swored produqtia bunebrivi stimuli, xolo mona monaT-

mflobelisaTvis muSaobs da ramdenic unda imuSaos, ma-

inc mxolod imdens miiRebs, rom sicocxle SeinarCunos,

xolo ukeTesi SedegisaTvis mas ukeTesi cxovreba ar Se-

eqmneba. maSasadame, monaTmflobelur meurneobaSi ar ar-

sebobs kavSiri Sromis Sedegebsa da danaxarjebs Soris,

rogorc es arsebobs Tavisufali adamianis meurneobaSi,

amitom aris dakarguli bunebrivi stimulic.

monis Sromis stimulebi, rogorc zemoT avRniSneT,

faqtobrivad ar arsebobdnen, rac monis Sromis efeqtia-

nobis gazrdas SeuZlebels xdida. monaTmflobelobis

daSlis pocesi gulisxmobda imas, rom gabatonebulma

klasebma mizanSewonilad miiCnies gamoeyoT monisaTvis

nakveTi, romelic maT saSualebas miscemda TviTon gada-

ewyvitaT ekonomikis cnobili sami fundamenturi sakiTxi

– ra, rogor da visTvis ewarmoebinaT. am procesiT daiw-

yo monaTmflobelobis gadaqceva feodalizmad, xolo mo-

nisa _ yma glexad, romelsac feodali aRar eqceoda ro-

gorc pirutyvs, romelic mis srul sakuTrebaSi iqneboda.

naTelia, rom am fundamenturi sakiTxebis gadawyvetac

SezRuduli iyo miwaze feodaluri sakuTrebiT da imiT,

117

rom ymas unda gadaexada misTvis naturaluri renta –

xorbali, Tafli da sxv. feodaluri naturaluri karCake-

tili meurneoba gulisxmobda SezRudul bazars. maSasa-

dame, sakiTxebis – ra, rogor, visTvis – gadawyvetaSi yma

SezRuduli iyo, radgan arCevani faqtobrivad ar gaaCnda.

feodalizmis adrindel etapze misi Sromis aseTi stimu-

lebis efeqtianoba dabali iyo, amitom feodaluri rentis

ZiriTad saxeobas warmoadgenda SromiTi renta, romelic

gulisxmobs ymis muSaobas kviris garkveul dReebSi feo-

dalis meurneobaSi. SemdgomSi bazris TandaTanobiTi gan-

viTarebis Sedegad feodaluri rentis ZiriTad saxeobad

gadaiqca naturaluri renta, xolo bolos – fuladi ren-

ta, romelic feodals da ymas TavianTi gadawyvetilebe-

bis ufro farTo arCevanis saSualebas aZlevda.

amrigad, feodalizmis ekonomikuri istoria faqtob-

rivad aris feodalTa mier Sromis stimulebis srulyo-

fis istoria.

rogorc cnobilia, adamians iuridiuli Tavisufleba

mianiWa kapitalizmma. kapitalizmis damyareba gulisxmob-

da feodalisa da ymis rentuli urTierTobis Secvlas

Sromis daqiravebiT da Sromis anazRaurebis formiT. ka-

pitalizmis dros adamianis qcevis stimulebi safuZvlia-

nad Seicvala, amasTan, maTi cvlileba gamudmebiT xdeba.

maT Soris, icvleba Sromis stimulebic. manufaqturuli

etapis kapitalizmis dros Sromis stimulebi ar SeiZle-

boda yofiliyo iseTi, rogorc – manqanuri kapitalistu-

ri warmoebis Sromis stimulebi, xolo postindustrul

stadiaze gadasvlis etapze isini iseTi aRar SeiZleba

iyos, rogorc iyo XIX saukunis manqanuri warmoebis Sro-

mis stimulebi. es stimulebi gansxvavebulia ara marto

qronologiurad, aramed agreTve dargobrivi da funqciu-

ri aspeqtebiT. naTelia, rom Sromis stimulirebis srul-

yofis problemebis gadawyvetaSi mTavar rols asruleben

mewarmeebi. warmoiSva xelfasis mravali sxvadasxva siste-

ma (teiloris, fordis da sxv.), romelTa ganxilva isto-

118

riul aspeqtSi Cveni mizani ar aris. naSromSi Cven ganvi-

xilavT mxolod ZiriTad Tanamedrove procesebs. kerZod,

magaliTad, sabazro urTierTobaTa ganviTarebasTan er-

Tad mwvavdeba saqonlis gasaRebis problema da calke

problemad gamoiyofa gasaRebis muSakTa Sromis stimuli-

reba. erTnairi ar SeiZleba iyos agreTve menejerTa da

rigiT muSakTa Sromis stimulireba da sxv.

daskvna: Sromis stimulebis ganviTareba mTeli ekono-

mikuri istoriis uniSvnelovanes aspeqts warmoadgens, xo-

lo stimulebi saerTod – adamianis ekonomikuri qcevis

mamoZravebel Zalas.

amitom naTelia, rom principi àdamianebi stimulebze

reagireben~ ekonomikis uniSvnelovanes princips warmoad-

gens. mas meoTxe adgili ukavia n. gregori menqius mier

dasaxelebul ekonomikis aT princips Soris1, romlebiTac

ekonomikis Seswavlas iwyebs milionobiT adamiani msof-

lios mraval qveyanaSi. es am principebis mniSvnelobaze

da avtoris damsaxurebaze miuTiTebs.

amasTan, aRvniSnavT, rom Cveni azriT, n. gregori men-

qius mier am meoTxe principamde dasaxelebuli principebi

ar warmoadgens im principebs, romlebic adamianis moqme-

debas (samoqmedod mis agznebas) iwvevdnen. kerZod, ismis

kiTxva, rom Tu pirvel princips warmoadgens àdamianebi

alternativebis winaSe dganan~, maSin ratom dganan isini

alternativebis winaSe? ra ubiZgebs, rom arCevani gaake-

Tos dovlaTis saxeobebs Soris erT-erTis sasargeblod?

Cven aq gamovdivarT bunebrivi da ekonomikuri stimulebis

ara mxolod zemoT motanili gansxvavebidan, aramed ag-

reTve maTi erTianobidan: dovlaTis yoveli saxeoba aRag-

znebs adamians samoqmedod, maSasadame, is warmoadgens

stimuls, imis miuxedavad, is ekonomikuri, sxva piris mier

ekonomikur urTierTobaSi Cadebuli stimulia Tu ara.

1 n. gregori menqiu, ekonomikis principebi, Tb., 2007, gv.15.

119

magram es stimulebi sxvadasxva ZaliT moqmedeben, amitom

adamiani, romelic alternativis winaSe dgas, irCevs im

variants, romelic misTvis ufro met stimuls warmoad-

gens.

Tu meoTxe principSi Cven mxedvelobaSi gveqneba mxo-

lod ekonomikuri stimulebi (romlebic sxva pirs Semo-

aqvs adamianebisaTvis, rogorc es menqius wignSia mocemu-

li), maSin, naTelia, rom marTlac pirvel princips warmo-

adgens àdamiani alternativebis winaSe dgas~, radgan

adamiani am SemTxvevaSi arCevans SeiZleba akeTebdes dov-

laTis im saxeobebs Soris, romlebic warmoadgenen buneb-

riv stimulebs da ara _ ekonomikurs, ekonomikur stimu-

lebze reagireba am SemTxvevaSi Semdeg unda aRiniSnos

rogorc principi. magram adamiani ar SeiZleba idges al-

ternativebis winaSe, Tu mas araferi astimulebs.

maSasadame, Tu Cven mxedvelobaSi gveqneba bunebrivi

stimulebic, maSin adamians jer es stimulebi _ dovla-

Tis saxeobebi unda hqondes asarCevi, rom alternativebis

winaSe dadges. amitom, Cveni azriT, àdamiani reagirebs

stimulebze~ unda iyos pirveli principi.

naTelia, rom aqve aris saWiro iTqvas n. gregori men-

qius saxelmZRvaneloSi mocemul meore da mesame princi-

pebzec – isini xom ar unda iyos dasaxelebuli ufro ad-

re, vidre àdamiani reagirebs stimulebze~? meore princi-

pis mixedviT `nivTis danaxarji aris is, rasac vTmobT am

nivTis flobisaTvis~. naTelia, rom Tu vTmobT raimes me-

ore nivTis misaRebad, amiT Cven vwyvetT Cvens problemas,

Tu romeli varianti avarCioT. maSasadame, es aris Semdegi

principi, romelic damyarebulia n. gregori menqius sa-

xelmZRvaneloSi mocemul pirvel principze, maSasadame,

igi ufro metad ar SeiZleba warmoadgendes pirvel prin-

cips, vidre am saxelmZRvaneloSi mocemuli pirveli prin-

cipi.

mesame princips saxelmZRvaneloSi warmoadgens is,

rom `racionaluri adamiani gadawyvetilebis miRebisas

120

zRvrul analizs iyenebs~. es principi ufro rTulad ga-

moxatavs arCevans da maSasadame, arc is SeiZleba warmo-

adgendes pirvel princips.

daskvna: adamianTa yvela ekonomikuri moqmedeba iwyeba

stimulidan da amitom principi àdamianebi reagireben

stimulebze~ unda warmoadgendes ekonomikis pirvel prin-

cips. xolo àdamianebi alternativebis winaSe dganan~

warmoadgens masze damyarebul princips, radgan am prin-

cips adgili aqvs im SemTxvevaSi, rodesac adamians arCeva-

ni aqvs dovlaTis or an ramdenime saxeobas Soris, rom-

lebic mis stimulebs warmoadgenen. xolo mecniereba emya-

reba martividan rTulisaken svlis meTods.

Edward Kavtidze Georgia. Technical University of Georgia. Phd Student

Natural Incentives and Economic Principles Summary

In the economic literature, the term "stimulus" is used only in the sense of economic stimulus. But it is necessary to differ the economic stimulus from natural stimulus. Such kind of stimulus can not only be the cause of an individual's action, but also of the unity of human action, therefore it is a driving force of economic relationships and the element of the economic theory.

The analysis of natural and economic incentives allows us to make conclusions, that the principle "people respond to stimuli" By R. Gregory Menkiw in his popular work, raises questions - what encourages people to make the choices between the species of wealth, and is the foremost among his ten principles.

121

nato kakaSvili ekonomikis akademiuri doqtori, asistent-profesori

sadazRvevo agentisa da sadazRvevo brokeris

fsiqologiuri portreti



sadazRvevo bazris zedamxedvelobis mizniT saqarTve-

los erovnuli banki gascems da auqmebs sadazRvevo saqmi-

anobis licenziebs, awarmoebs sadazRvevo brokerebis re-

gistrirebasa da registraciis gauqmebas. misi mizania da-

icvas mzRvevelTa, damzRvevTa da dazRveulTa interesebi.

praqtikaSi sadazRvevo kompaniebi iyeneben sakuTari pro-

duqtebis gayidvis sxvadasxva arxebs. sadazRvevo xelSek-

rulebebis dadeba umTavresad warmoebs Suamavlebis meS-

veobiT, rogoricaa: sadazRvevo agenti da sadazRvevo

brokeri.

sadazRvevo agentia fizikuri an iuridiuli piri, ro-

melic moqmedebs mzRvevelis davalebiT da saxeliT, mis-

Tvis mzRvevelis mier miniWebuli uflebamosilebis far-

glebSi (saqarTvelos kanoni “dazRvevis” Sesaxeb”,1997

wlis 2 maisi, muxli 2). misi Sromis anazRaureba xdeba sa-

komisios safuZvelze, mzRvevelsa da agents Soris samar-

Tlebrivi urTierTobebi regulirdeba xelSekrulebiT da

Sesabamisi sakanonmdeblo normebiT. sadzRvevo agenti ga-

mudmebiT unda zrunavdes sadazRvevo produqtebis popu-

larizaciasa da xelSekrulebebis dadebaze, radgan ama-

zea damokidebuli misi gasamrjelo.

sadazRvevo agentis fsiqologiuri portreti SeiZle-

ba davaxasiaToT Semdegi niSnebiT:

1. vaWari, romlis mizania potenciuri damzRvevis

povna da darwmuneba, Seisyidos sadazRvevo momsaxureba,

SemoTavazebuli pirobebiT;

122

2. ganmanaTlebeli, sazogadoebisaTvis saWiro sadaz-

Rvevo kulturis formireba;

3. ekonomisti, sadazRvevo agenti valdebulia swra-

fad gamoTvalos riskis xarisxi da garigebis xelsayre-

loba, rogorc sadazRvevo kompaniisaTvis, ise damzRvevi-

saTvis, amasTan Seafasos misi gadaxdisunarianoba;

4. sadazRvevo agenti Taviseburi kriminalistia, is

valdebulia `ynosviT~ igrZnos matyuara klienti, rome-

lic sadazRvevo kompaniis motyuebas apirebs;

5. sadazRvevo agenti aris menejeri, misi samuSao im-

denad mravalferovania, gafantulia drosa da sivrceSi,

rom sakuTari qmedebis zusti organizaciis `sakuTari

marTvis“ xelovnebis gareSe misi gaZRola Zalze Znelia;

6. sadazRvevo agenti praqtikulad fsiqologia. misi

movaleobaa kontaqti daamyaros xalxTan, yvelas elapara-

kos mis enaze, hqondes darwmunebis unari. yovelive amas

ki fsiqologebi uwodeben socialur gambedaobas.

sadazRvevo agenti kompetenturi unda iyos urTier-

TobaSi, kargi sadazRvevo agentebis umravlesoba tipuri

`katebi“ arian `TavisTvis mosiaruleebi“, rac maT Znelad

marTvads xdis. sadazRvevo agentad muSaoba kargi varji-

Sia imaTTvis, visac unda Tavi gamoscados damoukidebel

samewarmeo saqmianobaSi. sadazRvevo agenti gamudmebiT

unda zrunavdes sadazRvevo produqtebis popularizaci-

asa da axali xelSekrulebebis dadebaze, radgan maszea

damokidebuli misi gasamrjelo.

sadazRvevo agenti pasuxismgebelia:

sadzRvevo produqtebis gayidvasa da reklamirebaze;

klientebis moZiebasa da maTTan efeqtiani urTierTobebis

damyarebaze; aseve gaaCniaT sxva davalebebi da pasuxis-

mgeblobebi moTxovnis Sesabamisad. amasTan, sadazRvevo

agents unda SeeZlos gunduri da individualuri muSao-

ba, flobdes sasaubro da wera-kiTxvis unarebs inglisur,

rusul da qarTul enebSi; kompiuterTan muSaobis unars

(Windows, MS Office, interneti da el-fosta).

123

sadazRvevo kompaniis sadazRvevo gayidvebis agentebis

movaleobebi SeiZleba ganisazRvros ase:

* potenciuri klientebis moZieba, maTi saWiroebis ga-

azreba; dazRvevis obieqtis Sefseba da swori sadazRvevo

programis SerCeva;

* sadzRvevo premiis gamoTvla da gadaxdis meTodis

Seqmna;

* sadazRvevo polisisa da xelSekrulebis gaformeba,

Canawerebisa da reestris warmoeba;

* sxvadasxva tipis sadazRvevo polisebis gayidva, ro-

gorc individualur, aseve korporaciul klientebze, maT

Soris: avtodazRveva, janmrTelobis dazRveva, uZravi qo-

nebis dazRveva, samogzauro dazRveva, tvirTebis dazRve-

va, finansuri riskebis dazRveva, profesiuli pasuxismge-

lobis dazRveva;

* mudmivi kontaqtis qona ukve arsebul klientebTan, po-

lisis ganaxlebis an axali programis SeTavazebis miz-

niT;

* yuradRebis miqceva damdgar zaralebze, momxmareblis-

Tvis swori mimarTulebis miTiTebis mizniT;

* kompaniaSi mimdinare Sexvedrebsa da seminareze daswre-

ba mimdinare cvlilebebisa da axali sadazRvevo progra-

mebis gacnobis mizniT;

* kompaniis mier dagegmil promoaqciebSi monawileoba.

mzRvevelis warmomadgenels ufleba aqvs, miiRos sa-

Tanado anazRaureba mzRvevelis interesebis sasargeblod

gaweuli saqmianobisTvis. pirvel rigSi, es aris sakomisio

anazRaureba da aseve, sadazRvevo agentisaTvis wamaxali-

sebeli sxva gadaxdebi. sakomisio anazRaurebis miRebaze

agentis ufleba warmoiSoba mxolod im SemTxvevaSi, Tu

sadazRvevo xelSekrulebis dadeba warmoadgens misi saq-

mianobis uSualo Sedegs, e.i. rodesac adgili aqvs mizez-

Sedegobriv kavSirs xelSekrulebis dadebasa da agentis

saqmianobas Soris. aseTi kavSiris damadasturebel sabu-

Tad aRiarebulia klientis mier xelmowerili gancxadeba

124

dazRvevis xelSekrulebis dadebis Sesaxeb, romelsac

agenti warudgens mzRvevels. damzRvevis mier sadazRvevo

premiis gadaxdis Semdeg, agenti iZens sadazRvevo anazRa-

urebis miRebis uflebas. sakomisio anazRaurebis mocu-

loba gamoiTvleba mzRvevelis specialuri cxriliT, dam-

zRvevis mier gadaxdili sadazRvevo premiis moculobis

Sesabamisad.

Tu Tqven ganicdiT, rodesac gansacdelSi Cavardnil

adamians xedavT da giCndebaT daxmarebis survili,

amasTan Tu gsiamovnebT adamianebTan urTierToba, maSin

Tqven gaqvT Sansi gaxdeT kargi, Tavisufali sadazRvevo

agenti, miiRoT soliduri Semosavali da didi siamovneba

saintereso da saxaliso saqmis keTebiT. amasTan, SeZlebT,

dazRveviT bevr adamians da organizacias SeumsubuqoT

sxvadasxva saxis gansacdeli. amisaTvis aucilebelia daz-

Rvevis safuZvlebis codna, detalurad gaecnoT ZiriTadi

an yvela sadazRvevo kompaniis produqtebs da pirobebs,

airCioT TqvenTvis saintereso sfero (qoneba, janmrTelo-

ba, avtodazRveva). radganac momxmarebeli moklebulia

dazRveviT adgilze momsaxurebas, misTvis agentis SeTava-

zeba ufro sainteresoc iqneba da sandoc.

mzRveveli pasuxismgebelia sakuTari Suamavlis qmede-

bebze. es imiT aris ganpirobebuli, rom misi warmomadge-

neli aris klientis ndobiT aRWurvili piri. amasTanave,

potenciuri damzRvevi, romelmac Seitana ganacxadi daz-

Rvevis xelSekrulebis dadebis Taobaze, ar Tavisuflde-

ba pasuxismgeblobisagan ganacxadSi dasmul SekiTxvebze

pasuxis sisworeze im SemTxvevaSic ki, Tu es ganacxadi

agentis mier aris Sevsebuli.

sadazRvevo agenti unda asrulebdes mzRvevelis miTi-

Tebebs. misi umniSvnelovanesi movaleobaa mzRvevelis in-

teresebis dacva. amitom mas ara aqvs ufleba, miawodos

konkurent sadazRvevo kompaniebs informacia sadazRvevo

tarifebisa da damzRvevis vinaobis Sesaxeb. aseve ekrZale-

125

ba nebismieri saqmianoba da qmedeba, romelsac SeuZlia

ziani miayenos mis damqiravebel sadazRvevo kompanias.

sadazRvevo Suamavlebis klasifikacia xdeba saqmiano-

bis saxeebis mixedviT, romelsac miekuTvneba: finansuri

momsaxureba da zogadi dazRveva. Suamavali SesaZlebelia

moqmedebdes erT an orive am sferoSi erTdroulad.

sadazRvevo brokeri fizikuri an iuridiuli piri,

romelic licenziis Sesabamisad axorcielebs dazRvevis

sferoSi saSuamavlo saqmianobas, rogorc Tavisi samewar-

meo saqmianobis saxeobas (saqrTvelos kanoni `dazRvevis

Sesaxeb~, 1997 wlis 2 maisi, muxli 2). sadazRvevo brokeri,

rogorc damoukidebeli Suamavali, dgas damzRvevis

mxares. misi amocanaa damzRvevisaTvis gacxadebuli

riskebis Sefaseba, analizis safuZvelze sadazRvevo dac-

vis saTanado moculobis gansazRvra, mzRvevelis moZieba,

romelTanac SesaZlebeli iqneba riskebis dazRvevis gan-

Tavseba damzRvevisaTvis yvelaze xelsayreli da saimedo

formiT. brokeri absoluturad Tavisufalia mzRvevelis

SerCevisas. ekonomikis sxva sferoebSi momuSave brokere-

bisagan gansxvavebiT, sadazRvevo brokerebi valdebulni

arian imoqmedon sakuTari klientebis interesebis DSesa-

bamisad. maT sakuTari iniciativiT unda gaaanalizon

riski, ar unda daelodon damzRvevis mxridan saTanado

moTxovnas, dauyonebliv acnobon mas sakuTari saqmianobis

umniSvnelovanes Sualedur da saboloo Sedegebze, rac

man riskis dazRvevis ganTavsebisaTvis ganaxorciela.

mzRveveli ar aris pasuxismgebeli brokeris mier dam-

zRvevis mimarT ganxorcielebul mcdar qmedebebze, aseve

xelSekrulebis dadebisas da missave saqmianobaSi daSve-

buli SecdomebisaTvis, miTumetes, rom brokeri damzRve-

vis ndobiT aRWurvili piris rolSi gamodis.

samarTlebrivi mdgomareobiT da funqciebiT, sadaz-

Rvevo brokeri sagrZnoblad gansxvavdeba dazRvevis war-

momadgenlisagan. is warmoadgens damzRvevis interesebs

da gadascems yvela gancxadebas mzRvevels rogorc dam-

126

zRvevis warmomadgeneli. Tumca, msgavsebad SeiZleba CaiT-

valos is, rom sadazRvevo brokeric, analogiurad sadaz-

Rvevo agentisa, sakomisio anazRaurebas iRebs mzRveveli-

sagan.

yvela brokeri warmoadgens agents. sadazRvevo praq-

tikaSi termini àgenti~ gamoiyeneba mxolod agentis gan-

sakuTrebuli mniSvnelobiT, romelsac aqvs `brokerisa-

gan~ ganmasxvavebeli ramdenime arsebiTi niSani, saxel-

dobr: a) `sadazRvevo brokeri~ dakavebulia am saqmiano-

biT rogorc sadazRvevo saqmis profesionali, xolo `sa-

dazRvevo agents~ xSirad aqvs sxva specialoba da es misi

erT-erTi saqmianobaa. aRsaniSnavia piri, romelic muSaobs

sadazRvevo kompaniaSi da hqvia àgenti~, dakavSirebulia

mxolod am kompaniasTan da ar SeiZleba emsaxurebodes

sxva kompaniasac. b) brokers unda hqondes sadazRvevo ga-

naTleba, agentisTvis ki es ar aris aucilebeli; g) sa-

dazRvevo brokersac da damoukidebel agentsac, romle-

bic muSaoben zogad dazRvevaSi, unda hqondes profesiu-

li pasuxismgeblobis sadazRvevo polisi; d) brokeri Se-

saZlebelia warmoadgendes damzRvevsa da mzRvevelsac,

xolo agenti warmoadgens mxolod mzRvevels. e) orive _

brokeric da agentic iReben sakomisios mzRvevelisagan.

amasTan xSirad brokeris sakomisio gacilebiT metia, ra-

sac misi profesiuli done ganapirobebs. amitom, aseT sa-

komisios ewodeba `brokeris sakomisio~; v) bevr qveyanaSi

brokerebis registracia xorcieldeba dadgenili sakva-

lifikacio moTxovnebis safuZvelze, ris Semdegac mas eZ-

leva sadazRvevo brokerad muSaobis ufleba.

brokerisa da mzRvevelis urTierToba unda emyarebo-

des `saTanado sifrTxilis“ princips, anu brokeris moqme-

debebi unda iyos patiosani da man araferi daumalos

mzRvevels. igi valdebulia warudginos mzRvevels mis

xelT arsebuli mTeli informacia, romelic miscems sa-

Sualebas mzRvevels saTanadod Saefasos riski.

127

brokeri damzRvevis kvalificiur eqsperts warmoad-

gens, urCevs misi intresebis Sesabamis sadazRvevo kompa-

nias. sadazRvevo SemTxvevis dadgomisas brokeri gvevline-

ba damzRvevis konsultantad, romelic exmareba sadazRve-

vo Tanxis an sadazRvevo anazRaurebis aRebaSi.

brokeris ZiriTad funqciebs SeiZleba mivakuTvnoT:

sadazRvevo sagnis Sefseba, e. i. konkretulad dazRvevis

romeli saxe sWirdeba klients, konkretulad romeli

riskidan izRveva igi; momsaxurebis da finansuri mdgoma-

reobis SedarebiTi analizis Catareba rig mzRvevelebTan;

brokeris TvalsazrisiT klientisaTvis ufro Sesaferisi

mzRvevelis SerCeva; sadazRvevo xelSekrulebis sabuTe-

bis gaformeba damzRvevis TanxmobiT; sadazRveo Senatanis

Tavisdrouli miwodebis kontroli damzRvevidan mzRveve-

lamde; damzRvevisaTvis konsultaciebis gaweva sadazRve-

vo Tanxis miRebaSi sadazRvevo SemTxvevis dadgomisas.

praqtika mowmobs, rom sadazRvevo riskis swori Sefa-

seba SeuZliaT mxolod kvalificiur specialistebs, ro-

melTac gaaCniaT sadazRvevo sistemaSi mravalwliani ga-

mocdileba.

brokeris mizania xeli Seuwyos mxareebisagan xelSek-

rulebis pirobebis saTanado Sesrulebas, brokeri, ro-

gorc damoukidebeli piri, ar warmoadgens xelSekrule-

bis erT-erT mxares, igi pasuxs agebs mxolod ùxeSi dau-

devrobis an TaRliTobis SemTxvevaSi~.

saerTaSoriso direqtivebiT brokeris pasuxismgeblo-

ba uxeSi daudevrobisaTvis ganisazRvreba ase: `sadazRve-

vo brokeri~, rogorc nebismieri sxva, profesiuli kano-

niT pasuxismgebelia Tavisi an sxva pirebis winaSe, Tu man

ar gamoiCina saTanado windaxeduloba. sadazRvevo broke-

ri darwmunebuli unda iyos im rCevebSi, romlebsac is iZ-

leva. amitom araswori iqneboda sadazRvevo da gadazRve-

vis xelSekrulebis mxareTa romelime pasuxismgeblobis

gadakisreba brokerze. sadazRvevo brokerebis saqmianoba

mniSvnelovan gavlenas axdens civilizebuli sadazRvevo

128

da gadazRvevis bazris moqmedebis organizaciasa da meqa-

nizmze.

sadazRvevo agentebisa da brokerebis saqmianoba sxva-

dasxva qveyanaSi sxvadasxvagvarad regulirdeba. saqarTve-

loSi aRniSnuli urTierToba regulirdeba kanoniT `daz-

Rvevis~ Sesaxeb. zogan araviTari regulireba ar aris,

zogan ki aucileblad kontroldeba maTi saqmianoba.


1. saqarTvelos kanoni `dazRvevis Seasaxeb~ (02.05.1997);

2. SaTiriSvili j. kakaSvili n. sadazRvevo saqme, Tb.,

2008;

3. Турбина К.Е. Тенденции развития мирового рынка страхавония. М., «Анкил», 2000;

4. www.parliament.ge.

Nato Kakashvili Georgia. Iv. Javakhishvili Tbilisi State University. Doctor of Economics, Assistant-professor

The Psychological Portrait of Insurance Agent and Insurance Broker

Summary Insurance agent performs the instructions of the insurer. The most

important obligation is to act in the insurer’s best interests. Therefore, he/she has got no right to give information about the tarriffs and the personality of the insurer. He/she is also deprived of the right of any action or activity, which can damage the employer insuarance company.

Unlike from the brokers employed in other sectors of the economy, insurance brokers are obliged to serve the interests of their clients. They have to analyze risks on their own, without waiting for being asked by the insurer; To inform the insurer immediately about the intermediate and final results of his/her activity. The insurer is not responsible to the insuree for the false actions of the broker, as well as the mistakes made during the conclusion and the expiration of the agreement. Moreover, the broker serves as the trustworthy person the the insurer.

The activities of the insurance brokers make an important influence on the organization mechanism of the civilized insurance market.

129

murTaz kvirkvaia

ekonomikis akademiuri doqtori, sruli profesori

vasil kikutaZe


korporaciuli kulturis roli organizaciis

ganviTarebaSi

saqarTvelo, Tbilisi, grigol robaqiZis saxelobis

universiteti



Tanamedrove organizaciis ganviTarebis procesi me-

tad rTuli da winaaRmdegobrivi xasiaTis matarebelia.

organizaciis menejments kompaniis gadasarCenad yovel-

dRiurad uwevs ara marto axali codnis da unarebis Se-

Zena, aramed maTi gamoyenebis marTebuli gzebis Ziebac.

organizaciebi ganviTarebis procesSi axorcieleben gar-

dauvali xasiaTis cvlilebebs, romelTa mTavar mizans

organizaciebis restruqturizacia, ganviTarebis efeqtia-

nobis uzrunvelmyofi formebis, meTodebisa da instrumen-

tebis migneba da gamoyeneba warmoadgens. mZafri konkuren-

ciis pirobebSi kompaniebs uwevT TiToeuli momxmarebli-

saTvis brZola, rac aucilebels xdis siRrmiseulad ga-

aanalizon rogorc kompaniis gareT mimdinare procesebi,

aseve kompaniis SigniT arsebuli mdgomareoba, gamoimuSa-

von siaxleebis formirebisa da arsebuli potencialis

gamoyenebis unarebi. kompaniebis potenciali aRniSnuli

mimarTulebiT uzrunvelyofilia `korporaciuli kultu-

riT~. korporaciuli kultura aris organizaciis Tanam-

SromelTa saqmianobis, Rirebulebebis, qcevis wesebisa da

normebis erTiani sistema, romelic exmareba organizacia-

Si dasaqmebul adamianebs efeqtianad Seasrulon TavianTi

valdebulebebi da daikmayofilon piradi interesebi. kor-

poraciuli kultura ganapirobebs ara mxolod gansxvave-

130

bas organizaciebs Soris, aramed gansazRvravs maTi fun-

qcionirebis da warmatebis strategias konkurentul

brZolaSi. korporaciuli kultura ayalibebs organiza-

ciis saxes, romlis safuZvelia warmoebuli saqonelisa

da momsaxurebis specifikuri Tvisebebi, TanamSromelTa

qcevis wesebi, zneobrivi principebi, reputacia saqmian ur-

TierTobebSi da a.S. igi orientirebulia organizaciis

Siga garemoze da ZiriTadad vlindeba TanamSromelTa

organizaciul qcevaSi. igi aerTianebs organizaciis Siga

sistemur kavSirebs da maTi ganxorcielebis saimedoobas;

organizaciul disciplinas da Sesrulebis kulturas; si-

axleebis mimarT dinamizms da adaptaciis unars da pozo-

tiuri TviTorganizaciis aqtiur procesebs, romlebic

vlindeba organizaciis TanamSromelTa korporaciul

qcevaSi. korporaciuli kulturis Camoyalibeba dakavSi-

rebulia organizaciaSi inovaciebis ganxorcielebasTan

da gvevlineba, rogorc biznesis ganviTarebis strategiu-

li instrumenti. organizaciis korporaciuli kultura

SeiZleba ganisazRvros Semdegi formuliT: organizaciis

saerTo interesebi _ organizaciis SigniT urTerTsasar-

geblo damokidebulebebi _ keTilsindisieri organizaci-

uli qceva, romlebic saerTo angariSiT ganapirobeben

organizaciis warmatebas bazarze. aRsaniSnavia, rom SeuZ-

lebelia korporaciuli kulturis srulad gadmoReba

sxva organizaciebidan. SesaZlebelia mxolod korporaci-

uli kulturis zogierTi elementis aReba, Tumca umrav-

les SemTxvevaSi aRebuli elementi ver amarTlebs, radga-

nac calkeuli organizaciebis organizaciuli struqtu-

ra, koleqtivis asakobriv-sqesobrivi Semadgenloba, kadre-

bis profesionalizmis done, kadrebis kvalifikaciis

struqtura, organizaciis dargobrivi da geografiuli

specifika da a.S. erTmaneTisagan mkveTrad gansxvavebuli

da garkveuli originalobiT xasiaTdeba. organizaciis

ganviTarebis sawyis etapze korporaciuli kulturis ma-

tareblad am organizaciis TanamSromlebi gvevlinebian,

131

Tumca ganviTarebis Semdgom etapebze korporaciuli kul-

tura ganicdis formacias, gamoeyofa adamianebs da xdeba

organizaciis ganuyofeli atributi, misi nawili, rome-

lic aqtiur gavlenas axdens TanamSromlebze, maT qceva-

ze im normebisa da faseulobebis Sesabamisad, romlebic

Seadgenen mis safuZvels. kompaniis xelmZRvaneloba iye-

nebs am kulturas TanamSromelTa mosazidad da garkveu-

li tipis qcevis stimulirebisTvis. amdenad, korporaciu-

li kultura iZleva koordinatTa garkveul sistemas, ro-

melic xsnis, Tu ratom moqmedebs organizacia swored ase

da ara sxvagvarad. misi meSveobiT mniSvnelovnad msubuq-

deba calkeul TanamSromelTa individualuri miznebis

organizaciis saerTo miznebTan SeTavsebis problema, ya-

libdeba saerTo kulturuli sivrce, romelic Sedgeba

yvela TanamSromlis mier gaziarebuli faseulobebis,

qcevis normebisa da modelebisagan.

Tanamedrove pirobebSi ganasxvaveben korporaciuli

kulturis Semdeg saxeebs: Zalauflebis kultura _ moce-

mul kulturaSi gansakuTrebul rols TamaSobs lideri,

misi pirovnuli Tvisebebi da unarebi. Zalauflebis wya-

ros warmoadgens xelmZRvanelis gankargulebaSi myofi

resursebi. Zalauflebis kulturis magaliTi xSirad

gvxvdeba mcire sawarmoebSi, sadac kontroli xorcielde-

ba centralizebuli wesiT. problemebi wydeba ara pro-

cedurulad, aramed nawilobriv logikur safuZvelze

dayrdnobiT. aseTi tipis kulturis mqone organizaciebi

swrafad reagireben movlenebze, magram Zalian arian da-

mokidebulni centridan gadawyvetilebebis miRebaze. moce-

muli kultura, izidavs Zalauflebaze orientirebul

adamianebs, romelTac izidavs riski. Zalauflebis kul-

turisTvis mTavari problemaa kompaniis zoma, radganac:

xSirad Znelia mravali saxis saqmianobis Serwyma da amas-

Tan kontrolis erTiani sistemis SenarCuneba. Zalaufle-

bis kulturasTan adaptirebisaTvis kompaniis TanamSrome-

li upiratesad unda iyos darwmunebuli sakuTar TavSi

132

da ara gundis wevrebSi, orientirebuli iyos Sedegze ra-

Ta mkacr konkurencias gauZlos. roluri kultura - xa-

siaTdeba rolebis mkacri funqciuri ganawilebiT da sa-

muSaoTa specializaciiT. korporaciuli kulturis es

tipi funqcionirebs saqmianobis standartebis, formalu-

ri procedurebisa da wesebis sistemis mkacri dacvis sa-

fuZvelze, rac ganapirobebs organizaciis saqmianobis

efeqtianobas. Zalauflebis ZiriTad wyaros warmoadgens

ara pirovnuli Tvisebebi, aramed marTvis ierarqiul sis-

temaSi dakavebuli mdgomareoba. aseTi kulturis matare-

bel organizacias SeuZlia warmatebiT muSaoba stabi-

lur garemoSi. roluri kulturis gansaxierebas warmoad-

gens klasikuri, mkacrad dagegmili orientacia, romelic

taZris saxiT warmogvidgeba. organizaciaSi mocemuli

kulturis arsebobisas calkeuli `rolebis~ Sesasruleb-

lad SerCeul TanamSromlebs afaseben mxolod misi kva-

lifikaciis doniT, romelic Seucvlelia konkretul si-

tuaciaSi. mocemuli kulturis efeqturoba damokidebu-

lia samuSaosa da pasuxismgeblobis racionalur ganawi-

lebaze da ara calkeul pirovnebebze. roluri kulturis

mniSvneloba vlindeba iq sadac samuSaoTa Sesasruleb-

lad saWiro donis kompetenciisa da specializaciis dana-

xarjebi aRemateba axali produqciis danergvis an momsa-

xurebis Rirebulebas. amocanis kultura _ kulturis es

saxe orientirebulia amocanebis gadawyvetaze, proeqtebis

realizaciaze. aseTi kulturis mqone organizaciis saqmi-

anobis efeqturoba ZiriTadad ganisazRvreba TanamSrom-

lebis profesionalizmiT da kooperatiuli jgufuri mu-

Saobis efeqtiT. aseT organizaciebSi meti Zalaufleba

gaaCnia imas, vinc eqspertia saqmianobis wamyvan sferoSi

da vinc masimalurad flobs saWiro informacias. matri-

culi organizaciuli struqtura warmoadgens amocanis

kulturis naTel gamovlinebas. aseTi kulturis mqone

organizacia cdilobs gaaerTianos Sesabamisi resursebi

da TanamSromlebi saWiro doneze da misces maT SesaZ-

133

lebloba warmatebiT Seasrulon samuSao. amocanis kul-

tura damokidebulia koleqtivis unarze aamaRlos samu-

Saos efeqturoba da gaaerTianos TanamSromlis piradi

miznebi organizaciis miznebTan. esaa gundis kultura, sa-

dac gundis Sedegi ufro mniSvnelovania individualur

miznebze, mdgomareobasa da stilur gansxvavebebze. gavle-

na eyrdnoba eqspertis, specialistis Zalas da ara pirov-

nebis mdgomareobas. aq gavlena ufro farToa, vidre sxva

saxis korporaciul kulturebSi. Tanamedrove pirobebSi

menejerTa umravlesoba saSualo an dabal doneze irCevs

muSaobas organizaciaSi amocanis kulturiT, roca aqcen-

ti xdeba jgufze, specialistis (eqspertis) SesaZleblo-

bebze, Sedegis mixedviT anazRaurebaze da piradi da jgu-

furi miznebis gaerTianebaze. aseT kulturis mqone orga-

nizaciaSi menejeri unda iyos moqnili da Tavdajerebu-

li, is unda iyos mzad Tavi mowodebis simaRleze daaye-

nos, moaxdinos kolegebis muSaobis koordinacia, romel-

Tagan TiToeuli SesaZloa ufro kompetenturia, vidre me-

nejeri Sesasrulebeli amocanis calkeul aspeqtebSi. pi-

rovnebis kultura _ organizacia am tipis kulturiT

aerTianebs adamianebs ara raime amocanebis gadasawyvetad,

aramed sakuTari miznebis misaRwevad. Zalaufleba efuZne-

ba siaxloves resursebTan, profesionalizms da molapa-

rakebis unars. Zalaufleba da kontroli koordinaciuli

xasiaTis matarebelia. mocemul kulturaSi pirovneba im-

yofeba moqmedebebis centrSi; Tu aris garkveuli struq-

tura da organizacia is arsebobs mxolod momsaxurebisa

da pirovnebis daxmarebisTvis am organizaciaSi. am kul-

turisTvis SeuZlebelia kontroli an marTvis ierarqia

ormxrivi Tanxmobis gareSe. organizacia emorCileba pi-

rovnebas da Tavis arsebobas umadlis mas. pirovnebas Se-

uZlia datovos es organizacia, magram organizacias iS-

viaTad gaaCnia Zala „gaagdos“ es pirovneba. gavlena na-

wildeba Tanabrad, xolo Zalauflebis safuZveli aris

specialistis Zala: adamiani akeTebs imas, rac kargad ga-

134

mosdis, amitomac mas usmenen. gamomdinare aqedan, cxadia,

rom SesaZloa arcerTi menejeri ar iyos bednieri pirov-

nebis kulturis mqone organizaciaSi muSaobisas, radga-

nac aseTi pirovnebebi faqtiurad umarTavebi arian, Tumca

isini mainc ver gamodian organizaciis menejmentis CarCo-

ebidan.

mniSvnelovania aseve korporaciuli kulturis gan-

xilva dominirebadi da subkulturis WrilSi. makro do-

neze korporaciuli kultura gamoxatavs organizaciis

wevrTa umravlesobis mier aRiarebul ZiriTad faseulo-

bebs anu saqme gvaqvs e.w. dominirebad kulturasTan, sa-

dac yalibdeba iseTi ganmasxvavebeli maxasiaTeblebi, ro-

melic ganasxvavebs mocemul organizacias sxva organiza-

ciebisagan. organizaciis subkultura ZiriTadad viTar-

deba msxvil organizaciebSi da asaxavs organizaciaSi ar-

sebul saerTo problemebs da maTi gadawyvetis gamocdi-

lebas. organizaciis subkultura SesaZlebelia Camoya-

libdes, rogorc horizontaluri aseve vertikaluri mi-

marTulebiT. organizaciaSi nebismier jgufs SeuZlia

subkulturis Seqmna, Tumca subkulturis umetesoba gani-

sazRvreba departamentis (ganyofilebis) struqturuli

sqemiT an geografiuli gamijvniT. is moicavs dominireba-

di kulturis ZiriTad faseulobebs, plus am ganyofile-

bis wevrebisTvis damaxasiaTebel damatebiT faseulobebi.

cxadia, rom organizaciaSi arsebuli subkultura gavle-

nas axdens organizaciis saerTo korporaciul kultura-

ze da garkveuli Strixebi Seaqvs mis formirebaSi.

warmatebul organizacebSi arsebobs sakuTari korpo-

raciuli kultura, rac dadebiT gavlenas axdens organi-

zaciis saqmianobaze. korporaciuli kultura ganasxvavebs

erT organizacias meoresagan, qmnis identificirebis at-

mosferos organizaciis wevrebisTvis; xels uwyobs orga-

nizaciis TanamSromelTa socialuri mdgomareobis stabi-

lurobas; warmoadgens karg makontrolebel meqanizms,

romelic marTavs da ayalibebs TanamSromelTa damokide-

135

bulebebsa da qcevebs, rogorc organizaciis SigniT aseve

mis gareT.

nebismieri organizaciis korporaciul kulturas gaC-

nia garkveuli struqtura, rac ayalibebs organizaciuli

kulturis doneebs da gansazRvravs maTi gavlenis sfero-

ebs. tradiciulad gamoiyofa korporaciuli kulturis

Semdegi donebi:

zeda (simboluri) done _ mocemul doneze ganixile-

ba: organizaciis korporaciuli simbolika, logotipi, sa-

firmo kalendrebi, firmis droSa, himni, Senobis gansakuT-

rebuli arqiteqtura da a.S. faqtobrivad es aris yvela-

feri, rac SeiZleba adamianma dainaxos da Seexos; simbo-

lur dones aseve ganekuTvneba firmis daarsebasTan, misi

xelmZRvanelebis da gamoCenili TanamSromlebis saqmiano-

basTan dakavSirebuli istoriebi, legendebi da miTebi.

aseT legendebi da istoriebi gadaicema zepirad. mocemul

doneze advilia movlenebisa da sagnebis aRmoCena, magram

yovelTvis araa SesaZlebeli maTi gaSifvra da interpre-

tacia korporaciuli kulturis terminebSi;

qveda done _ aerTianebs organizaciis dokumentebSi

dafiqsirebul faseulobebsa da qcevis normebs, romelic

saxelmZRvaneloa organizaciis wevrebis yovedRiur saqmi-

anobaSi. magaliTad, aseTi faseulobis tipuri magaliTia

biznesSi sakmaod popularuli Sexeduleba „klienti yo-

velTvis marTalia“. am doneze Seiswavleba organizaciis

wevrebis mier gaziarebuli faseulobebi da rwmena, is Tu

ramdenad aisaxeba es faseulobebi simboloebsa da enaSi.

faseulobebisa da rwmenis aRqma atarebs Segnebul xasi-

aTs da damokidebulia adamianebis survilze;

sabazo (siRrmiseuli) done _ sabazo varaudebi, rome-

lic warmoiqmneba organizaciis wevrebSi piradi paterne-

bis safuZvelze, korporaciuli kulturis erTgvari „hae-

ri“ gemosa da sunis gareSe, romliTac yvela sunTqavs,

magram Cveulebriv ver amCnevs. sakmaod Znelia am sabazo

varaudebis gacnobiereba am sakiTxze specialuri koncen-

136

traciis gareSe. es faruli da misaRebi varaudebi mar-

Tavs adamianTa qcevas, exmareba maT atributebis miRebaSi,

rac saxasiaToa korporaciuli kulturisTvis.

Tanamedrove organizaciebi izrdebian, viTardebian

rac TavisTavad iwvevs organizaciaSi axali wevrebis ga-

moCenas. xSirad organizaciis axal wevrebs organizacia-

Si SemoaqvT warsuli gamocdilebis gansakuTrebuli

tvirTi, romelSic xSirad imaleba sxva kulturis „viru-

sebi“. amgvari „infeqciebisgan“ organizaciis dacvis imuni-

teti damokidebulia misi korporaciuli kulturis Zala-

ze, rac ganisazRvreba sami momentiT:

� korporaciuli kulturis „siRrmiT“;

� korporaciuli kulturis organizaciis wevrTa

aRiarebis xarisxiT;

� korporaciuli kulturis prioritetebiT;

organizaciis saqmianobis efeqtianoba mniSvnelovna-

daa damokidebuli organizaciis korporaciuli kultu-

ris da organizaciis saqmianobis strategiis Tavsebadoba-

ze. organizaciis ganviTarebis strategiis korporaciul

kulturasTan SeuTavseblobis problemis gadasawyvetad

gamoiyeneba sxvadasxva midgomebi, kerZod: pirveli _ xdeba

korporaciuli kulturis im elementebis ignorireba, ro-

melic uSlis xels organizaciis mier arCeuli strategi-

is efeqtian ganxorcielebas; meore _ xdeba marTvis sis-

temis morgeba organizaciaSi arsebul kulturasTan; mesa-

me - xorcieldeba korporaciuli kulturis Secvla ise,

rom is miesadagos arCeul strategias. esaa rTuli mid-

goma, romelsac sWirdeba didi dro da mniSvnelovani re-

sursebi. Tumca, aris iseTi situaciebic, roca aRniSnu-

li midgomis gamoyeneba mTavaria firmis warmatebis misaR-

wevad; meoTxe _ icvleba organizaciis strategia misi

arsebul kulturasTan morgebis mizniT.

Tavis mxriv korporaciuli kulturis gavlena orga-

nizaciaze SesaZlebelia ganxorcieldes ori gziT: pirve-

li _ korporaciuli kultura gavlenas axdens organiza-

137

ciul qvcevaze da piriqiT; meore _ korporaciuli kul-

tura gavlenas axdens ara imdenad imaze Tu ras akeTeben

adamianebi, aramed imaze Tu rogor akeTeben isini amas. ga-

moyeneba aseve sxvadasxva midgomebis cvladebis garkveu-

li nakrebi, romelTa meSveobiTac kargad Cans korporaci-

uli kulturis gavlena organizaciaze. Cveulebriv es

cvladebi warmoadgenen anketebisa da kiTxvarebis safuZ-

vels, ama Tu im organizaciis kulturis aRsawerad. Sesa-

bamisad yalibdeba korporaciuli kulturis organizacia-

ze gavlenis ganmsazRvreli sxvadasxva modelebi.

v. sates modelSi gamoiyofa Svidi procesi, romelTa

meSveobiTac korporaciuli kultura gavlenas axdens

organizaciis saqmianobaze. esenia:

kooperaciuli kavSirebi organizaciis wevrebsa da

ganyofilebebs Soris;

gadawyvetilebebis miRebis procesebi;

kontrolis procesebi;

komunikaciis procesebi;

organizaciis loialuroba;

korporaciuli garemos aRqma;

sakuTari qcevis gamarTleba;

pirveli sami procesi dakavSirebulia korporaciuli

kulturis zeda (simbolur) donesTan, xolo danarCeni

oTxi meore, qveda donesTan, romelsac safuZvlad udevs

faseulobebisa da qcevis garkveuli normebi. kooperacia,

rogorc organizaciaSi qcevis nimuSi SeuZlebelia gam-

yardes formaluri mmarTvelobiTi RonisZiebebis meSveo-

biT, radganac SeuZlebelia organzaciaSi mosalodneli

yvela SemTxvevis prognizireba. zogierT organizaciaSi

mniSvnelovania jgufuri muSaoba, zogan - Sida konkuren-

cia, anu yvelaferi damokidebulia imaze Tu ra midgomebs

iyeneben organizaciaSi: individualizms Tu koleqtivizms.

korporaciuli kulturis gavlena gadawyvetilebebis mi-

Rebaze xdeba organizaciis wverebis mier gaziarebuli

faseulobebisa da rwmenis meSveobiT. radganac, korpora-

138

ciuli kultura xels uwyobs uTanxmoebis minimumamde

dayvanas, gadawyvetilebebis miRebis procesi xdeba ufro

efeqturi. kontrolis procesis arsi mdgomareobs moq-

medebebis stimulirebaSi dasaxuli miznebis miRwevis mi-

marTulebiT. marTvaSi gamoiyeneba kontrolis sami Ziri-

Tadi meqanizmi: sabazro, administrciuli, klanuri. Cveu-

lebriv organizaciebSi marTaven samive meqanizms, magram

sxvadasxva xarisxiT. kontrolis sabazro meqanizmis

dros eyrdnobian fasebs. mis safuZvelSi devs is, rom

cvladi fasebi da gadasaxadebi unda axdendes organiza-

ciaSi aucilebeli cvlilebebis stimulirebas. kontro-

lis administraciuli meqanizmi igeba formalur avtori-

tetze. Tavad procesi mdgomareobs wesebisa da procedu-

rebis SecvlaSi direqtivebis gacemis meSveobiT. kontro-

lis klanuri meqanizmi mTlianad efuZneba gaziarebul

faseulobebsa da Sexedulebebs. swored aqedan amodian

organizaciis wevrebi moqmedebebis Sesrulebisas. organi-

zaciis zrdis da ganviTarebis mixedviT klanuri meqaniz-

mi icvleba administraciuliT da Semdeg sabazroTi. kor-

poraciuli kulturis gavlena komunikaciaze xdeba ori

mimarTulebiT. pirveli _ urTierTobis aucileblobis

ararseboba saqmeebSi. am dros moqmedebebi usityvod

sruldeba. daMmeore _ varaudebi uzrunvelyofen mimarTu-

lebis gamokveTas da axdenen gavlenas miRebuli Setyobi-

nebis interpretaciaze. rodesac kompaniaSi TanamSromeli

ar aris manqanis danamati, avtomatizaciaze an robotiza-

ciaze axali cnobebi ar iwvevs masSi Soks. korporaciuli

kulturis Sinaarsi aseve gavlenas axdens komunikaciaze.

zogierT organizaciaSi fasdeba komunikaciebis Riaoba,

zogierTSi piriqiT. individi Tavs grZnobs organizaciis

Siga procesebSi CarTulad, masTan gaigivebulad da ga-

nicdis garkveul emociur kavSirs masTan. Zlieri kultu-

ra ufro Zliers xdis individis grZnobas da gaaigivebs

mas organizaciasTan. individis mier saorganizacio rea-

lobis aRqma, an is, rasac xedavs organizaciaSi, upirate-

139

sad ganpirobebulia imiT, Tu ras amboben danaxulze misi

kolegebi. kultura gavlenas axdens am procesebze, uz-

runvelyofs organizaciis wevrebis mier gamocdilebis

interpretacias zogadad. organizaciebSi, sadac fasdeba

momxmareblis drouli momsaxureba resursebis naklebo-

bis aRqma ar iqneba axsnili, rogorc klientisadmi Semu-

Savebuli damokidebulebis cvlilebis aucilebloba. wi-

naaRmdeg SemTxvevaSi klienti seriozulad dazaraldeba.

kultura exmareba adamianebs organizaciaSi imoqmedon ga-

azrebulad da uzrunvelyofs maTi qcevis gamarTlebas.

kompaniebSi, sadac fasdeba riski adamiani midis masze,

radgan icis, rom marcxis SemTxvevaSi is ar daisjeba da

warumateblobidan gamoitans gakveTils. ase gamarTlebu-

li moqmedebebi aZlierebs arsebul qcevas da es procesi

warmoadgens wyaros Tavad kulturis Sesacvlelad. rad-

ganac, adamianebi iyeneben kulturas qcevis gasamarTleb-

lad, SesaZlebelia kulturis cvlileba qcevis cvlile-

bis meSveobiT. Tumca, am procesis uzrunvelsayofad saWi-

roa is, rom adamianebma axali qceva ar gaamarTlon `Zve-

li“ kulturiT.

t. pitersis da r. uotermanis modeli _ sadac Camoya-

libebulia is faseulobebi, romlebmac warmateba mouta-

nes amerikul kompaniebs. es faqtorebia: moqmedebis rwme-

na; momxmareblebTan kavSiri; kompaniis avtonomiuroba;

Sromis nayofiereba; marTvis gamWirvaleoba (icode ras

akeTeb); nu gaakeTeb imas, rac ar ici; martivi marTvis or-

ganizaciuli struqturebi; Semcirebuli mmarTvelobiTi

aparati; organizaciis moqniloba da sixiste. Pitersis da

uotermanis mixedviT aRniSnuli faseulobebis danergvam

ganapiroba rigi amerikuli kompaniebis warmateba, rogorc

adgilobrov asave saerTaSoriso bazrebze.

zogadad kavSiri kulturasa da organizaciis saqmia-

nobis Sedegebs Soris warmodgenilia amerikeli socio-

logis t. parsonsis modelSi. modeli SemuSavebulia gar-

kveuli funqciebis specifikaciis safuZvelze, romelic

140

unda Seasrulos nebismierma socialurma sistemam, raTa

gadarCes da miaRwios warmatebas. aRniSnuli modeli cno-

bilia AGIL saxelwodebiT Adaptation (adaptacia); Goal-seeking

(miznebis miRweva); Integration (integracia); Legacy (legitimu-

roba)). modelis arsi mdgomareobs imaSi, rom nebismierma

organizaciam gadarCenisa da ganviTarebisTvis unda moax-

dinos adaptacia garemos cvlad pirobebTan, Seecados da-

saxuli miznebis miRwevas, iyos aRiarebuli xalxisa da

sxva organizaciebis mier. es modeli gamomdinareobs iqi-

dan, rom korporaciuli kulturis faseulobebi aris um-

niSvnelovanesi saSualeba (instrumenti) organizaciis

ganviTrebisaTvis. Tu organizaciaSi miRebuli Sexedule-

bebi da faseulobebi exmareba mas garemosTan adaptacia-

Si, dasaxuli miznebis miRwevaSi, integraciaSi, adamianebi-

sa da sxva organizaciebisTvis sakuTari sargeblobis

damtkicebaSi, maSin cxadia, rom aseTi korporaciuli

kultura gavalenas axdens mTlianad organizaciis warma-

tebaze.

droTa ganmavlobaSi sxvadasxva garemoebebis zegav-

leniT organizaciis korporaciuli kultura ganicdis

cvlilebebs, rac saWiroebs specialuri RonisZiebebis ga-

tarebas, raTa umtkivneulod warimarTos aRniSnuli

cvlilebebi. kerZod, menejerebis mier xorcieldeba kri-

zisuli an konfliqturi situaciebis marTvis stilis

cvlileba, marTvis procesSi rolebis xelaxla daproeq-

teba; swavlebis porgramebis prioritetebis, stimulire-

bis kriteriumebis cvlileba, aqcentebis Secvla sakadro

politikaSi da korporaciuli simbolikis cvlileba. si-

tuaciis mixedviT kavSiri korporaciul kulturasa da

organizaciul qcevaSi cvlilebebs Soris vlindeba ram-

denime Tvidan ramdenime wlamde periodSi, amitom anali-

zisTvis mniSvnelovania kulturis cvlilebis da sxva sa-

xis saorganizacio cvlilebebis gamijvna da maTi er-

Tdrouli kvleva.

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zemoTaRniSnulidan gamomdinare SeiZleba davaskvnaT,

rom korporaciuli kultura xelmZRvanelis gantvirTvis

yvelaze qmediTi saSualebaa, is yvelaze ukeT ganapiro-

bebs organizaciis arsebobas, qmnis korporaciul stan-

dartebs, arwmunebs organizaciis TanamSromlebs am mizne-

bis da standartebis sisworeSi da nergavs korporaciu-

li faseulobebis gadacemis meqanizms. Tumca, bunebrivia

isic, rom korporaciul kulturas TavisTavad ar moaqvs

mogeba da Semosavali organizaciisaTvis da Sesabamisad

saWiroa mizanmimarTuli etapobrivi moqmedebebis ganxor-

cieleba organizaciaSi jansaRi korporaciuli kulturis

CamoyalibebisTvis.


1. Edgar H. Schein. Organizational Culture and Leadership.The Jossey-Bass Business & Management Series.USA. 2010; 2. Geert Hofstede, Gert Jan Hofstede, Michael Minkov. Cultures and Organizations: Software for the Mind. Third Edition. USA. 2010; 3. Stephen J. Gill. Developing a Learning Culture in Nonprofit Organizations. USA. May 7, 2009; 4. Culture, Leadership, and Organizations: The GLOBE Study of 62 Societies. Editors: Dr. Robert J. House, Dr. Paul J. Hanges, Dr. Mansour Javidan, Peter W. Dorfman, Dr. Vipin Gupta. 2004 5. Schwartz H., Davis S. Matching Corporate Culture and Business Strategy // Organizational Dynamics; 6. http://www.hrm.ru - Human Resource Management; 7. http://www.emd.ru - Евроменеджмент; 8. Мескон М., Альберт М., Хедоури Ф. Основы менеджмента – М.: «Дело», 2000; 9. Смолкин А. М., Менеджмент: основы организации — М.: «Инфра-М», 2001; 10. Питер Ф. Друкер, “Задачи менеджмента в XXI веке”, М., Издательский дом “Вильямс” 2000.

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Murtaz Kvirkvaia Georgia. Grigol Robakidze University. Doctor of Economics, Full Professor Vasil Kikutadze Georgia. Grigol robakidze University and Iv. Javakhishvili Tbilisi State University. Doctor of Economics, Associate professor

The Role of Organizational Culture in the Development of Organisation S u m m a r y

In the process of long-term development, the inevitable changes in organizations are often made. The main goals of this changes are: to restruc-ture organizations and find the effective forms, methods and instruments for the development of the organization.

Under huge competition, companies have to compete for each cus-tomer. They must deeply analyze many internal and external processes and create conditions for people to innovate and use existing potential. the above mentioned actions are supported by “organizational culture”. Organ-izational culture is an entire system of activities, worthiness, rules and norms of action for people employed in the company. These activities, rules and norms help employees to implement their obligations and satisfy their interests in the company.

Organisational culture means good tools for top managers in achieving organizational goals. Organisational culture creates goals and standards and assures people in correctness of these goals and standarts.

There are several types of organisational culture in theory and practice. Nowadays the following types of organizational culture are distinguished: culture of power; culture of role; culture of objects; culture of person. Many authors refer to seven main process, in which organizational culture can influence company’s action. The first process is the relationship between members of organization and departments; The second is the decision making process; process of control, process of comunication, loyalty of organization and so on. Each company has its specific organizational cul-ture and it may be changed under different market conditions.

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ЛАРИСА А. КРАВЧЕНКО кэн, доцент

СОЦИОКУЛЬТУРНАЯ СРЕДА И РЕАЛИЗАЦИЯ ТУРИСТСКО-РЕКРЕАЦИОННОГО ПОТЕНЦИАЛА КРЫМА

Украина, г. Симферополь, Крымский экономический институт ГВУЗ «Киевский национальный экономический университет им.

Вадима Гетьмана»

Ключевым ориентиром стратегии развития регионов является формирование эффективной экономики в основе, которой лежит рациональное и сбалансированное использование внутреннего потенциала. Характер природно-ресурсного потенциала, социо-культурные приоритеты в течение многих лет определяли туристско-рекреационную специализацию Крыма как стратегическое направ-ление его регионального развития. Богатейшая природа, памятники культуры различных народов, населяющих территорию Крыма и исповедующих разные религии, исторические места и монументы создают благоприятные условия для развития данной сферы экономики региона. Одним из преимуществ Автономной Республики Крым является геополитическое и геоэкономическое положение, которое возлагает ответственную миссию представительства Украины в Черноморском регионе. Крым расположен на пересечении дорог между Европой и Азией: важные железнодорожные и автомобильные магистрали, морские и авиапорты обуславливают выгодные условия для внешнеэкономического сотрудничества АРК с другими странами.

Как одна из форм международных экономических отношений огромные масштабы в современных условиях приобрел международ-ный туризм и стал оказывать существенное влияние на политические экономические и культурные связи между государствами. В свою очередь, на развитие туризма воздействуют различные факторы: демографические, природно-географические, экономические, социаль-но-культурные, религиозные, исторические и другие [1].

Существенным фактором конкурентоспособности региональной экономики является естественно-культурный комплекс Крыма: уни-кальное географическое положение (длина береговой линии состав-

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ляет 1120 км, из них пляжи - 517 км), разнообразный ландшафт (Крымские горы), благоприятный климат, богатство природного потенциала (Черное и Азовское моря, водные, лесные ресурсы), историко-культурный потенциал (общее количество архитектурно-исторических и культурных памятников в Крыму составляет около 11500 объектов), рекреационный потенциал (100 месторождений минеральных вод, 22 месторождения лечебных грязей) [2].

Весомым фактором, способствующим привлечению туристов, являются культурно-исторические и археологические памятники Крыма. На территории АРК находятся множество памятников истории, культуры, архитектуры, из них около 150 историко-архитектурных объектов внесены в каталоги ЮНЕСКО. Многие памятники, например, комплекс пещерных городов и монастырей, Генуэзская крепость, дворцы – резиденции монархов, святые места разных конфессий и другие, используются как туристические объекты. Однако разрушение и неудовлетворительное состояние объектов историко-культурного наследия обуславливает потерю ими турис-тической ценности или ограничения посещения. Так, в рекреационное функционирование АРК вовлечена незначительная часть потенциала туристских ресурсов. В систему экскурсионного обслуживания включено 219 объектов, а из 11,5 тыс. памятников истории и культуры в настоящее время в туристических целях используется только 20 %.

На территории АРК насчитывается 154 объекта природно-заповедного фонда, которые занимают 5,6 % территории республики. К ним относятся 6 государственных заповедников, 29 заказников, 8 заповедных урочищ, пейзажные и спелеоресурсы (могут использо-ваться 160 пещер). Уникальными заповедными территориями являют-ся Большой каньон Крыма, самый высокий на полуострове водопад Учан-Су (98м), крупнейшая в Крыму пещерная система Кизил-Коба с общей протяженностью галерей 13,7 км, древневулканический массив Карадаг, где охраняется более 100 видов минералов и горных пород и свыше 1000 видов растений. Однако вовлечение в рекреационную деятельность имеющегося ресурсного потенциала незначительно. В систему экскурсионного обслуживания Автономной Республики Крым включено лишь 50 % объектов [1].

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В межрайонном разделении труда Украины Крым выделяется как лидер в производстве оздоровительных и лечебных услуг (более 80% от всех целей посещения организованных рекреантов) и ведущий туристско-экскурсионный регион страны, обеспечивающий ежегодный прием более 5 млн. туристов и более 500 тыс. экскурсантов. В объеме оказанных туристических услуг по Украине за 2009г. доля АР Крым составила 11,6 %, а в объеме платежей в бюджет от субъектов туристской деятельности – 15,2 %. Характеризуя динамику рекреационного потока, отметим, что наибольший уровень спроса соответствует периоду 1980-1988гг. (максимальная численность рекреантов более 8 млн. чел.). В 2009г. рекреационный поток составил более 5 млн. чел., из которых 73 % – жители Украины, 25 % – граждане СНГ и 2 % – граждане дальнего зарубежья. По итогам 2010 года, Крым посетили 5 млн. 719 тыс. человек [3].

В 2009г. туристско-рекреационный комплекс АР Крым насчитывал 656 объектов, в т. ч. 245 – круглогодичного функционирования и 411 – сезонного (62,6 %). Основным средством размещения традиционно являются санаторно-курортные учреждения– 553 объекта долговременного проживания, рассчитанные на 119,5 тыс. мест. За период 2005-2009 гг. изменилась структура размещения рекреантов: уменьшился удельный вес санаторно-курортных учреждений, и увеличилась доля гостиниц и баз отдыха. Основная емкость санаториев сосредоточена в районе Большой Ялты и Сакско-Евпаторийской группы курортов, пансионаты получили распространение в Алуште, Ялте, Судаке, Феодосии, на побережье Симферопольского и Бахчисарайского районов.

В структуре реализации туристских услуг традиционно наибольший удельный вес (более 60 %) соответствует внутреннему туризму. Туристское и экскурсионное обслуживание в АР Крым осуществляют 497 субъектов предпринимательства, в т. ч. 190 туроператоров. При этом 90 % туроператоров и турагентов сосредоточено в городах: Симферополь, Ялта, Евпатория, Феодосия и Алушта. В структуре стоимости услуг туристско-рекреационного комплекса АРК преобладают услуги санаторно-курортного сектора, в структуре экспорта – услуги туроператоров и турагентств. При этом средний объем реализации услуг на 1 рекреанта в 2009г. составил 2772

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грн. на чел., что в 2 раза больше, чем в 2005г. Крым, несмотря на свой значительный курортный и туристический потенциал, занимает весьма скромное место на мировом рынке туристических услуг [4].

Разнообразие направлений экономической специализации АРК создает предпосылки для стабильного экономического, социально-ориентированного развития региона, однако, вместе с тем, порождает и проблемы, связанные с определением его места в национальном и международном разделении труда. Так, конкурентоспособность санаторно-курортного и туристского комплекса АРК в сравнении с европейскими зонами отдыха, туризма и реабилитации неуклонно падает. Неорганизованность и тенизация сектора приводит к снижению качества туристических услуг и нерациональному использованию рекреационного потенциала республики, низкому уровню развития рекреационной инфраструктуры и транспортного обслуживания рекреантов. Неудовлетворительное эколого-санитарное состояние курортов, нерациональное и неэффективное использование земель рекреационного назначения и природных лечебных ресурсов региона угрожают снижением статуса полуострова как высокоэф-фективного, конкурентоспособного рекреационного комплекса наци-онального и международного значения. Конкурентные позиции Крыма, по сравнению с ближайшими зарубежными курортными зонами, дополнительно ухудшает нерациональное соотношение между качеством предоставляемых туристско-рекреационных услуг и агрессивной ценовой политикой со стороны их представителей. Данные проблемы формируются на фоне значительной активизации экономического развития стран Черноморского региона.

Развитие санаторно-курортного и туристско-рекреационного комплекса, включая совершенствование лечебно-оздоровительной базы, является приоритетным направлением Стратегии экономи-ческого и социального развития Автономной Республики Крым на 2011–2020 годы. Стратегия определяет пути преодоления кризисных тенденций и отставания в социально-экономическом развитии АРК с перспективой преобразования автономии в территорию комфортного проживания и успешного ведения бизнеса. Достижение приведенного видения будущего Крыма будет осуществляться путем реализации комплекса стратегических целей, среди которых: развитие Крыма как

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национального и международного центра туризма и рекреации - использование статуса национального центра рекреации в качестве «пропуска» на региональный и международный рынки туризма и рекреации [2].

Формирование качественного, конкурентоспособного турист-ского продукта, соответствующего мировым стандартам качества - стратегический приоритет в реализации туристско-рекреационного потенциала Крыма, что позволит переломить тенденцию постепенного «размывания» конкурентоспособности санаторно-курортного и туристского комплекса АРК в Черноморском регионе. Создание услуг на уровне международных стандартов качества предусматривает возможность использования потенциала региона для развития гольф-туризма и фестивального туризма (фестиваль античного искусства «Боспорские агоны» - г. Керчь, фестиваль детской песни «Голубая волна» - г. Ялта и др.), предусматривающих использование культу-рных, этнических, ландшафтных ресурсов региона. В качестве новых сегментов рынка возможно рассматривать паломнический туризм, археологический, орнитологический и экстремальный туризм (диггер-туризм, спелеотуризм, файнбординг и др.). Так, возможности для развития паломнического и познавательного туризма обусловлены наличием на территории региона тематических туристских коридоров с созданием соответствующей инфраструктуры туристского сервиса: Большое Таврическое кольцо, Генуэзский коридор, Коридор Шелко-вого пути, Винный коридор, Коридор «Пещерные города Крыма», Паломнический коридор.

Крым является гарантом развития диалога культур в Черномор-ском макрорегионе, обеспечивает сохранение многообразия культур, сложившихся исторически, создает условия для их равноправного развития, взаимообогащения и межнационального согласия. В процессе формирования социально-культурной среды региона важно найти свое место каждому из досуговых учреждений и центров. Культура Крыма XXІ в. представляет многоуровневую, разнотипную, многонациональную структуру, включающую учреждения культуры и организации искусства: библиотеки, музеи, театры, клубы и дома культуры, школы эстетического воспитания детей и т.п. Каждое государственное или частное предприятие, каждое общественное

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объединение или движение могут и должны пользоваться правом добровольного вклада своих средств в социально-культурную сферу, быть заказчиком, спонсором, меценатом, в том или ином виде социально-культурной деятельности, по отношению к театру, парку, музею.

Одним из важных направлений стратегии социально-экономического развития АРК является сохранение объектов культурного наследия, биологического многообразия, флоры и фауны, природных ландшафтов и мест обитания биологических видов, что обеспечит сохранение традиционного характера исторической среды, культурных и природных ландшафтов, объектов экологической сети Автономной Республики Крым, будет способствовать укреплению специфических конкурентных преимуществ региона как рекреацион-ного комплекса [2]. Реализация стратегических приоритетов опре-деляет следующие задачи:

– введение вместе с местными органами исполнительной власти перспективного планирования по сохранению архитектурного и градостроительного наследия курортных городов;

– совершенствование механизма предоставления разрешений для размещения предпринимательских объектов путем достижения соответствия выдачи таких разрешений требованиям законодательства по сохранению историко-культурных ценностей, «зеленых зон», уникальных ресурсов Автономной Республики Крым;

– содействие вовлечению объектов социокультурного и природного наследия в национальные и мировые туристические маршруты;

– установление и контроль над соблюдением установленных режимов охраны памятников истории, культуры, архитектуры и природы;

– введение обязательной экологической экспертизы размещения туристской и курортной инфраструктуры на территориях объектов, относящихся к природно-заповедному фонду;

– формирование культуры экологического отдыха, повышение уровня экологического образования представителей туристской индустрии и туристов, экологического просвещения местного населения.

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Создание благоприятных организационно-экономических усло-вий для социокультурного и гуманитарного развития региона предполагает сохранение историко-культурной среды региона, развитие сферы культуры и искусства, духовного формирования нации и удовлетворения культурных потребностей населения, транс-формацию культурного пространства на принципах поликультурности, взаимного уважения и признания конституционных прав всех граждан, независимо от их этнической принадлежности, развитие системы поддержки семьи, детей и молодежи, обеспечения равных прав и возможностей женщин и мужчин.

Анализ тенденций развития санаторно-курортной и туристской, социально-культурной сферы региона, а также характер выявленных проблем, показывает, что решения требуют следующие актуальные задачи:

– осуществление комплекса мер по паспортизации и реставрации памятников историко-культурного наследия, привлечению ресурсов частных инвесторов к их восстановлению на принципах государственно-частного партнерства;

– развитие и сохранение существующей сети учреждений культуры и искусства путем прямого бюджетного финансирования государственных учреждений и размещения регионального заказа на осуществление мероприятий социокультурной сферы на предприятиях независимо от форм собственности;

– повышение уровня престижности и востребованности профессий специалистов учреждений культуры, внедрение системы дополнительного материального и морального стимулирования труда работников сферы культуры (за счет республиканского и местных бюджетов);

– модернизация библиотечной сети на основе ее информатизации и формирования единой электронной библиотеки АРК;

– государственная поддержка развития фестивального и конкурсного движения, создание комплексных объектов социально-культурного характера, интеграция составляющих самобытности региона в систему туристического бизнеса;

– создание эффективной системы просвещения и инфор-мирования населения о культуре, обычаях, конфессиональных

150

особенностях этнических групп, проживающих в Крыму; – поддержка и развитие всех видов и жанров искусства, тради-

ционных культур, культур этносов, клубной деятельности, улучшение материально-технической базы учреждений культуры и искусства;

– создание условий для функционирования социально благополучной семьи и улучшения демографической ситуации в регионе;

– обеспечение реализации прав детей и молодежи на безопасное, всестороннее и гармоничное становление и развитие личности.

Отметим, что возможность эффективного решения данных задач обуславливает необходимость определения специализации курортных регионов АР Крым как стратегических направлений развития, с учетом обеспеченности территории природно-ресурсным потенциалом, инфраструктурой, квалифицированными кадрами, а также традиционности развития направлений рекреационно-туристической деятельности.

Санаторно-курортный, туристский, сельскохозяйственный сек-торы экономики, признанные ключевыми для Крыма, определены как приоритетные сферы развития во всех странах Черноморского региона. Таким образом, социально-экономическое развитие Автономной Республики Крым будет происходить в условиях жесткой конкуренции - за инвестиции, транзитные функции, товарные потоки, рынки сбыта. Реализация направлений государственной региональной политики в современных условиях невозможна без учета тенденций глобализации и международного сотрудничества.

Л и т е р а т у р а:

1. Развитие внешнеэкономической деятельности в условиях глобализации: [монографія] / Под общей редакцией д.э.н., проф. Крамаренко В.И.- Симферополь: Таврия,- 2006. - 282 с. 2. Стратегии экономического и социального развития Автономной Республики Крым на 2011–2020 годы // invest-crimea.gov.ua. 3. Цьохла С.Ю. Трансформація рекреаційної діяльності та розвиток ринку курортно-рекреаційних послуг (методологія, аналіз і шляхи

151

вдосконалення) : [Монографія] /С.Ю. Цьохла – Сімферополь: Таврія, 2008. – 352с. 4. Пріоритети та завдання розвитку економіки Криму / Б.М. Данилишин, А.Б.Кондрашихін, М.В.Мних, Л.В. Ларина, Т.В. Пепа /За ред. Б.М. Данилишина; РВПС України НАН України, – Севастополь: Телескоп. 2010. – С. 6-28, – С.45-63.

Larisa Kravchenko The Ukraine. Economic Institute of Crimea, Doctor of Economics, docent

The socio-cultiral Environment and realization of Tourism and Recreational Potential of Crimea

Summary The paper analyzes the key problems of realization of tourism and

recreational potential of Crimea The author emphasizes the measures for the creation of favourable conditions for the social, cultural and human devel-opment and the maintainance of historical and cultural environment. Is is mentioned that actions for the increase of the competitiveness of the re-gion’s tourism and recreational complex are essential.

152

eka lekaSvili


nana maisuraZe

ekonomikis magistri

kulturaTaSorisi komunikacia saerTaSoriso

biznesSi



,,Cven ar vxedavT sagnebs ise, rogorebic isini arian... Cven

vxedavT sagnebs ise, rogorebic Cven varT..“

anais nini

kultura aisbergs hgavs. misi kenweros (zeda nawilis)

danaxva advilia. igi moicavs xilvad aspeqtebs, Tumca mis

uxilav nawilSi warmodgenilia kulturis iseTi elemen-

tebi, rogoricaa faseulobebi, tradiciebi, gamocdileba

da qceva, romlebic calkeul kulturas gansazRvraven.

kulturaTaSoris gansxvavebebis arcodna niSnavs momzade-

bis gareSe waiyvano gemi yinulovan wylebSi ruqis, ais-

berTan Sejaxebis acilebis iRblis gareSe. kulturaTaSo-

risi cnobierebis amaRleba ara marto sxva kulturebis

gacnobierebas, aramed sakuTari kulturis myar gagebas

niSnavs.

ratom eniWeba kulturaTaSorisi komunikaciis codnas

kritikuli misia?

Tanamedrove msoflioSi Zlierdeba internacionali-

zaciis da transnacionalizaciis procesebi, rac sabo-

loo angariSiT biznessubieqtebisTvis ucxo qveynis baz-

rebis xelmisawvdomobas zrdis. maTi aqtivobiT Rrmavdeba

saerTaSoriso ekonomikuri TanamSromlobis procesebi:

saerTaSoriso vaWroba, kapitalis saerTaSoriso migra-

cia, teqnologiebis gacvla da samuSao Zalis gadaadgi-

leba. am procesebSi mudmivad xorcieldeba muSaoba raime

tipis multikulturul garemoSi – ofisSi, sxva qveynebis

klientebTan an kolegebTan. saerTaSoriso operaciebis

153

zrdam ufro gaarTula da mniSvnelovani gaxada kultu-

raTaSorisi komunikacia. saerTaSoriso kompaniebSi adami-

anebi sxvadasxva kulturis warmomadgenlebi arian, amitom

gaTvaliswinebuli unda iqnas komunikaciis damyarebis wa-

rumateblobis SesaZleblobac. Tumca, urTierTobaSi siZ-

neleebi SeiZleba warmoiSvas ara mxolod gansxvavebuli,

aramed msgavsi kulturis da enis adamianebs Sorisac. ko-

munikaciebi, miuxedavad imisa, efeqtianad gamoiyeneba Tu

araefeqtianad, zegvlenas axdenen rogorc calkeuli ada-

mianis cxovrebaze, ise organizaciebze.

saerTaSoriso biznesi erovnuli biznesisgan gansxvav-

deba imiT, rom qveynebi da sazogadoebebi, romelSic biz-

nesi funqcionirebs, gansxvavebuli kulturis matareble-

bi arian. kulturuli garemos faqtorebi saerTaSoriso

biznesSi yvelaze met sirTuleebs hqmnis. warmatebis mi-

saRwevad adamianebis calkeuli jgufebis azrovnebis

stereotipebSi gansxvavebis arseboba mis koreqtul Sefa-

sebas moiTxovs.

biznesSi menejmentis efeqtianobis erT–erT mniSvne-

lovan msazRvrelad adamianebs Soris urTierTobebi moi-

azreba. organizaciis tipis miuxedavad, metad mniSvnelo-

vania informaciis gacvla rogorc adamianebs, ise organi-

zaciebs Soris.

komunikacia aris ormxrivi procesi. adamianis moqme-

debaze gavlenas axdenen gansakuTrebuli pozitiuri sti-

mulebi da gamaRizianeblebi. nebismieri zemoqmedeba SeiZ-

leba iyos mastimulirebeli an Semaferxebeli, rac damo-

kidebulia TviT adamianze da situaciaze. im stimulebis

tipi, romlebsac aRviqvamT grZnobis organoebiT, dadebi-

Tia da SesaZloa gavlena moaxdinos adamianis qcevaze.

gamaRizianebeli Cvens qcevaze sxvagvarad moqmedebs.

isic sensoruli SegrZnebaa. mas miekuTvneba arasasiamovno

SegrZnebebi, rac negatiurad moqmedebs Cvens saqcielze.

amasTan, is, rac erTi adamianisTvis mastimulirebe-

lia, SeiZleba meoreze moqmedebdes sawinaaRmdegod.

154

organizaciaSi Siga komunikaciebi xorcieldeba an

horizontalurad, an vertikalurad. horizontaluri ko-

munikacia esaa komunikacia Tanabari statusis adamianebs

Soris. vertikaluria komunikacia (subordinaciuli komu-

nikacia) xelmZRvanelsa da xelqveiTs Soris. komunikacias

xelmZRvanelidan xelqveiTamde ewodeba qveviT mimarTuli

komunikacia, xelqveiTidan xelmZRvanelobamde – zemoT mi-

marTuli. zemoT mimarTuli komunikaciis formas, arss

gansazRvravs ramdenime faqtori. survili, xelqveiTi da-

winaurdes samsaxureobrivad, ganapirobebs xelmZRvanels

miawodos zusti informacia.

zemoT mimarTul komunikaciebSi erT-erTi barieria

fizikuri distacnia xelmZRvanelsa da xelqveiTs Soris,

an qvemodan zemoT urTierTobis tradiciis ar arseboba.

qvemoT mimarTuli komunikaciebi ukavSirdeba samuSa-

os da arapirovnulia. nakli mdgomareobs xelmZRvanelis

da xelqveiTis urTierTobis gaufasurebaSi.

adamianebs Soris komunikacia ubralod individebs

Soris azrebis gacvla-gamocvlaa. kultura ki am gacvlis

procesis ganuyofeli nawilia. aseTi midgoma pasuxobs

edvard t. hiliseul ganmartebas, rom kultura aris in-

formaciis Seqmnis, gagzavnis, Senaxvisa da damuSavebis

sistema1. Tu aseTi gacvla warmatebulia, maSin urTier-

TobebSi naklebad ikargeba azrebi, myardeba da narCudeba

urTierTobebi da rCeba Semdgomi gacvlis SesaZleblobe-

bi. komunikaciis ZiriTadi mizania azris gadacema imgva-

rad, rom is aRiqvan ise, rogorc es informaciis mimwode-

bels hqonda ganzraxuli. upirvelesi mizani ki sinergiis

Seqmnaa. rodesac Cven CavrTavT kulturul gansxvavebebs

komunikaciisa da urTierTqmedebis isedac rTul proces-

Si, advilad gavacnobierebT interaqciis xelisSemSlel

faqtors.

1 Doing Business Internationally, The Gide to Cross-cultural, Second edition, D. M.

Walker, T. Walker, J. Schmits, MacGrow Hill, USA, 2003, p. 203.

155

TiToeuli piris kulturuli orientacia SeiZleba

ganxiluli iqnas, rogorc misi sakuTari kulturuli Car-

Co, romlSic individi gansazRvravs sakuTar Tavs, sxvebs

da mTel msoflios. individis kulturuli CarCo fiziku-

ri SegrZnebebiT miRebuli informaciis gafiltvris fun-

qcias asrulebs, romlis safuZvelzec SesaZlebelia az-

ris gamotana pirovnebis faseulobebidan gamomdinare. es

ukanaskneli ki yalibdeba dabadebidan, ojaxis, saganma-

naTleblo dawesebulebebis, eklesiis, megobrebis sazoga-

doebaSi azrovnebis, SegrZnebis da qcevis `nimuSebis~ sa-

xiT. kultura bevri gansxvavebuli elementebisagan Sed-

geba. faseulobaTa sistema kulturis fundamentia. is aya-

libebs moqmedebis principebs, gansazRvravs ra aris swo-

ri, miRebuli da mniSvnelovani nebismier kulturaSi.

adamianis roli da statusi im kulturis maCvenebe-

lia, romelSic moqmedebs es adamiani. biznesSi adamianis

rolis ganmsazRvrel faqtorebs Soris ganixileba sqesi,

profesia, finansuri mdgomareoba, Tanamdeboba, warmomav-

loba da asaki. bevr qveyanaSi religia uSualod moqme-

debs biznesis warmarTvis maneraze, saqmian komunikaciaze,

xolo drois gansxvavebuli aRqma xSirad bevri gaugeb-

robis mizezi xdeba saerTaSoriso biznesSi punqtualobis

dacvis TvalsazrisiT.

sxvadasxva kulturaSi gadawyvetilebis miRebis gan-

sxvavebuli stiliT sargebloben. frangi, italieli, ger-

maneli xelmZRvanelebi damoukideblad iReben gadawyveti-

lebebs. arabebi sjerdebian pirispir konsultacias da

ara uflebamosilebis delegirebas. xelmZRvanelobis ia-

ponuri principiT aqcenti keTdeba jgufis rolze gadaw-

yvetilebis miRebaSi. marTvis erTi stili, romelic sau-

keTesoa erT kulturul garemoSi, sxva kulturul gare-

moSi SesaZloa warmatebis momtani ar aRmoCndes.

rac ufro meti icis biznesmenma sxva qveynis kultu-

ris Sesaxeb, miT ufro efeqtiani iqneba misi saqmianoba am

qveyanaSi. sxva kulturis adamianebze warmodgenis Sesaq-

156

mnelad da uproblemo komunikaciis misaRwevad mokled

SevexoT sxvadasxva kulturis warmomadgenelTa Tavise-

burebebs: magaliTad, amerikelebs axasiaTebT individua-

lizmi; amerikeli saqmiani adamianebis umravlesoba upi-

ratesobis poziciis gamomxatvelia, rac xels uSlis sxva

adamianebis RirebulebaTa aRqmas. amiT amerikelebi qmnian

barierebs, rac arTulebs efeqtian kulturaTSoris ur-

TierTobebs. amerikelebs aswavlian, rom gamowvevas swra-

fad da pirdapir upasuxon. agresiuloba, romelic ameri-

kaSi warmatebis sawindaria, sxva qveyanaSi SeiZleba mar-

cxis sababi gaxdes. amerikelebi siCumeSi diskomforts

ganicdian, isini pauzas yovelTvis saubriT avseben. ufro

metad arian orintirebulni fulze da ar zRudaven biz-

nesze saubars nebismier situaciaSi.

kanadaSi ori kultura Tanaarsebobs: inglisuri da

franguli. qveynis saqmiani kultura ufro formaluria.

kanadelebi stumarTmoyvareni arian maT mimarT, romlebic

kanadaSi mimdinare movlenebis, politikis da geografiis

codnas amJRavneben.

meqsikaSi guladoba da subieqturoba kulturis yve-

la sferoSi Cans, maT Soris saqmian urTierTobebSic. la-

Tinoamerikul kulturaSi saqmis ganxorcielebamde winas-

war ndobis mopovebaa saWiro, rac xanrgZlivi procesia.

am kulturaSi mniSvnelovania megobruli kavSirebis dam-

yareba, romelic meqsikaSi saqmiani urTierTobebis erT-

erTi Semadgeneli nawilicaa, Tumca sxva kulturebSi yo-

fiT Temebze saubari araprofesionaluria. meqsikelebi pa-

tiviT epyrobian maTze statusiT maRla mdgoms. xSirad

isini laparakoben imas, rac meore mxares unda rom mois-

minos. zepiri SeTanxmeba Semdgom werilobiT formdeba.

meqsikelebi da laTinuri amerikis warmomadgenelebi ur-

TierTobaSi Zalian gaxsnilebi arian da igives elodebian

partniorebisgan. isini saukeTeso strategiad Tvlian pi-

rovnuli Tvisebebis warmoCenas.

157

germaniaSi, rogorc evropis bevr qveyanaSi, adamianebi

erTmaneTs gvariT da wodebiT ecnobian. saxeliT mimarTva

uzrdelobad iTvleba manam, sanam TviTon ar gTxoven amis

Sesaxeb. isini did dros uTmoben saqmian partniorebTan

urTierTobis gaRrmavebas. germanelebi swrafad gadadian

saqmeze.

amasTan, amerikuli prezentaciisTvis xumroba erT-er-

Ti kompetenciaa, xolo germanelebisaTvis gamoricxulia

ori mizezis gamo: 1. kulturuli gansxvaveba imis alba-

Tobas iwvevs, rom amerikelTa xumrobas ver gaigeben; 2.

saqmiani urTierTobebi Zalian seriozul saqmed iTvleba.

punqtualuroba aqac mniSvnelovania. germaniaSi saxelmwi-

fo kontraqtebi ideba germanul enaze, amas yuradReba un-

da miaqcios ucxoelma.

CrdiloeT evropis macxovreblebi amayoben sawarmoTa

didi istoriiT. nebismieri firmis daarsebis weli miTi-

Tebuli unda iyos am firmis TanamSromlebis savizito

baraTze. doqtoris xarisxic baraTze aRiniSneba. saqmiani

komunikaciis dros unda daazustoT mimarTvis zrdilobi-

ani forma.

germanuli kompaniebis personali komfortulad

grZnobs Tavs xelmZRvanelobis avtoritarul stilSi. ur-

TierToba aris direqtiuli, menejerebi ufro brZanebebs

iZlevian, vidre amtkiceben. menejeris maRali statusi

germaniaSi ganpirobebulia SorsmWvretelobiT, gadawyve-

tilebis miRebis unariT da farTo codniT. logikur

mtkicebebs moaqvT meti warmatebebi, vidre emociur mimar-

Tvebs.

CineTis saqmian sazogadoebaSi mniSvnelovania organi-

zebuloba da punqtualoba. pirdapiroba, damaxasiaTebeli

CrdiloeT evropis da aSS-s kulturisaTvis, CinelebisaT-

vis miuRebelia. aq batonobs urTierTobis arapirdapiri,

gansakuTrebiT Tavaziani da SezRuduli stili. etikets

bevrad didi mniSvneloba aqvs. Cinelebs ar uyvarT, roca

maT vinme exeba. mokle xelisCamorTmeva da Tavdaxra –

158

esaa misalmebis da gamomSvidobebis formebi. amerikelebi-

saTvis standartuli mxarze dartyma maTTvis damamcire-

belia. Cinelebi sanam saqmeze gadavlen, urTierTobebze

imden dros xarjaven, SeiZleba amerikeli moTminebidan

gamovides, xolo roca gadawyvetileba miRebulia, mis

ganxorcielebaSi isini Crdilo amerikelebiviT mouTmen-

lobit xasiaTdebian. Cineli biznesmenebi amboben: `Cven~,

roca saubroben mxolod Tavisi saxeliT, unda moveri-

doT `me~-s gamoyenebas, rac egoizmis gamovlenas niSnavs

da Cinelebs es Zalian ar moswonT. menejerma unda daamya-

ros TanamSromlobis atmosfero, kargi xelmZRvanelobi-

saTvis saWiroa xelqveiTebis Cabma gadawyvetilebis miRe-

bis procesSi.

iaponelebi afaseben konformizms – CacmaSi, ganaTle-

baSi, rolebis ganawilebaSi, enaSi da faseulobaTa siste-

maSi. iaponuri ganaTlebis sistema erT-erTi saukeTesoa

msoflioSi. ZiriTadi Rirebuleba iaponelebisaTvis aris

jgufi. erTeul pirovnebas im SemTxvevaSi eqceva yurad-

Reba, ramdenad mniSvnelovania is jgufisTvis. pirovnebis

gamovlineba xdeba ara individualuri RirsebebiT, aramed

koleqtiuri ZaliT da srulyofilebiT. isini emxrobian

erTsulovan gadawyvetilebebs, jgufur pasuxismgeblobas

da dajildoebas. konfliqtur situaciaSi iaponelebi pa-

suxis nacvlad irCeven dumils.

qarTvelebi gamoiCevian tradiciebisadmi erTgulebiT.

isini orientirebulni arian pirovnebaTaSoris urTierTo-

ebebis ganviTarebaze. advilad Tanxmdebian partniorobaze

saqmian urTierToebebSi. maT axasiaTebT impulsuroba,

naklebi pragmatuloba, urTierTmzrunveloba. gadawyveti-

lebebis miRebaSi erTpirovnulni arian.

realurad urTierToba ormxrivi moqmedebaa. ormxrivi

kavSiri esaa msmenelis reaqcia moqmedis verbalur da

araverbalur informaciaze. misi ZiriTadi funqcia mdgo-

mareobs imaSi, sworad mivides informacia msmenelamde.

zogadad, efeqturi komunikacia araefeqturisagan gan-

159

sxvavdeba or mxares Soris erTmaneTis sworad gagebis

unariT. realurad araverbaluri informacia gamoiyenebs

xuTive grZnobas. Jestebi, poza, siarulis manera, xmis to-

ni, xelis CamorTmeva, taSi – es araverbaluri informa-

ciis gadamcemebia. SeiZleba maTi SegrZneba, mosmena da da-

naxva; informaciis didi nawili, romelsac Cven gadav-

cemT, eyrdnoba ara sityvebs, aramed araverbalur simbo-

loebs. daaxloebiT Cveni urTierTobebis 93% gamoixateba

araverbalurad, mxolod 7% _ sityvis saSualebiT.

komunikaciisas sityvebis garda didi mniSvneloba

aqvs sxeulis moZraobas, saxis gamometyvelebas, xmis

tons da a.S. urTierTobis procesSi kontaqturi kultu-

ris warmomadgenlebi – laTinuri amerikis, samxreT evro-

pis, arabTa saxelmwifoebis – SedarebiT xSirad exebian

erTmaneTs da axlos dganan, vidre CrdiloeT evropis

xalxebi. meqsikelebi Sexvedrisas gadaexvevian adamians,

iaponelebi Tavs uqneven, malaiziaSi cxvirs ucacuneben

loyaze. misalmebis yvelaze metad gavrcelebuli formaa

xelis CamorTmevaa, amis mixedviT pirveli STabeWdilebac

ki eqmnebaT Semxvedrze. amerikuli standartebiT idealu-

ri xelis CamorTmeva unda iyos myari, asevea germaniaSi

da koreaSi, xolo inglisSi da safrangeTSi xelis Camor-

Tmeva miRebulia msubuqad, aziaSi ki ufro msubuqad.

amerikelebi pirdapir mxedvelobiT kontaqts Zalis

da patiosnebis gamoxatulebis saxiT ganixilaven, daJine-

bul mzeras ki agresiad miiCneven. frangebisaTvis da ax-

lo aRmosavleTis kulturisaTvis xangrZlivi daJinebuli

mzera miRebulia, azielebi ki, uzrdelobad Tvlian.

saqarTveloSi araverbaluri komunikaciis elementebi

genderuli WriliT gansxvavebulad aRiqmeba. sazogadoe-

bisTvis misaRebia mamakacebis mxridan araverbaluri ele-

mentebis mkveTrad demonstrireba, maSin rodesac sapiris-

piro damokidebulebaa qalTa qcevis mimarT.

kulturaTaSorisi komunikaciis ganxorcielebisas Se-

saZlebelia Semdegi kategoriis barierebis arseboba:

160

• azrobrivi barierebi: problemebi azris gagebaSi,

gagzavnili an miRebuli Setyobinebisa.

• organizaciuli barierebi: problemebi dakavSirebu-

li arasakmaris urTierTobebTan, amocanebis specializa-

ciasTan, Zalauflebis moculobasTan, avtoritetTan da

statusTan.

• pirovnebaTSorisi barierebi: fsiqologiuri klima-

tis problemebi; faseulobaTa sistemebi.

• individualuri barierebi: problemebi dakavSirebu-

li azrovnebis da moqmedebis individualur gamocdile-

basTan, SeiZleba es ganisazRvros fizikuri nakliT, avad-

myofobiT. aseve informaciis miRebis da gadacemis ucodi-

narobasTan, rac ganpirobebulia mosmenis arcodniT, uyu-

radRebobiT kiTxvis dros, fsiqologiuri Taviseburebe-

biT da mdgomareobiT.

• ekonomikuri, geografiuli da droiTi barierebi:

drois da fuladi resursebis problemebi; gansxvavebuli

adgilmdebareoba.

• informaciis gavrcelebis saSualebaTa da arxebis

problemebi: informaciis gadacemis gamocdilebebs Soris

konfliqti.

• teqnologiuri barierebi: mimRebisTvis erTob didi

raodenobiT informaciis miReba.

meore adamianis azris analizis unari efeqturi komu-

nikaciis erT-erTi pirobaa. unda aRiniSnos efeqtiani ko-

munikaciisas umTavresia ormxrivi ukukavSiris Camoyali-

beba.

ukukavSiri es sakvanZo faqtoria, romelic adamians

aZlevs motivacias gaagrZelos Tavisi moRvaweoba. orga-

nizaciis marTvis procesSi aucilebelia TanamSromlebis,

xelmZRvanelebis da xelqveiTebis mxridan adekvaturi

ukukavSiri.

amrigad, kulturaTaSorisi komunikaciebis mniSvne-

lobis aRiarebam safuZveli daudo gamokvlevebs biznes-

komunikaciebis sferoSi. mkvlevarebi mividnen im daskvnam-

161

de, rom efeqtiani komunikaciebi aumjobesebdnen mraval

faqtors, romlebic mniSvnelovania saerTaSoriso kompa-

niebisTvis. marTvis cneba, romelic efuZneba `xalxSi gas-

vlas~, mimarTulia iqiT, rom xelmZRvanelebma gazardon

xelqveiTebTan, klientebTan, mimwodeblebTan komunikaciis

dro. am jgufebs Soris komunikaciebis daxvewam ganavi-

Tara araformaluri komunikaciebi, romelic marTvis pro-

cesSi stimulad iqceva da did rols asrulebs organi-

zaciis warmatebebSi.


1. lekaSvili e., prezentacia, Tb., 2007;

2. Doing Business Internationally, The Gide to Cross-cultural, Second

edition, D. M. Walker, T. Walker, J. Schmits, MacGrow Hill, USA, 2003,

p. 203;

3. Daniels J. D., Radebaugh L.H., Sullivan D. P., International Business. Environments and Operations, Prentice Hall, Pearson Education Inernational, 07458, 2004, pp. 42-78; 4. R. Griffin, M. Pustay, International Business, Pearson, Prentice Hall, 07458, p. 161-215.

Eka Lekashvili Georgia. Ivane Javakhishvili Tbilisi State University. Doctor of Economics, Associate Professor Nana Maisuradze Georgia. Ivane Javakhishvili Tbilisi State University. Master of Economics

Intercultural Communications in International Business Summary

Nowadays, everyone who is involved in business has to work in some kind of multicultural environment – weather it is an office, relations with foreign customers or collegeaus. Incease of intenational relations made intercultural communications even more difficult and important. People

162

employed in international companies are representatives of different cultures, so, one shoud take into account the possibility of failure in communication.

National business differs from interanational business as countries and societies in which the businesses function represent different cultures. A lot of difficulties in international business are caused by cultural environmental factors. In order to reach success in international business, it is very important to correctly evaluate differences between stereotypes of how definite groups of people think.

Aknowledging the importance of intercultural communications gave start to research in the field of business communications. The researchers concluded that effective communications improve a lot of factors that are of high importance for international companies. The notion of management, which is based on “going among people”, is targeted to the fact, that superiors should spend more time on communications with their subordinates, clients and suppliers. Improvement of communications between these groups developed informal communications, which became stimulus of management process and played significant role in the success of internatonal companies.

163

maia margvelaSvili ekonomikis akademiuri doqtori, sruli profesori

turizmis dominanti terminebis aRqmis

mravalferovneba da unifikaciis aucilebloba



mogzauroba arsebobs mas Semdeg, rac primitiulma

adamianma sakvebisa da tanisamosis mosapoveblad daiwyo

didi manZilebis gadakveTa. istoriis ganmavlobaSi xalxi

mogzaurobda vaWrobis mizniT, religiuri rwmenis gamo,

ekonomikuri sargeblis miRebis, omis, migraciisa da sxva

analogiuri motivaciebiT. romis imperiis xanaSi SeZlebu-

li aristokratebi da mmarTveli wreebi aseve mogzaurob-

dnen siamovnebis misaRebad da gasarTobad. pompeasa da

herkulanumSi mdebare zRvispira kurortebi saSualebas

aZlevda romaelebs gasclodnen romis cxel zafxuls da

Tavi SeefarebiaT TavianTi sazafxulo vilebisaTvis. mog-

zauroba, Sua saukuneebis gamoklebiT, agrZelebda zrdas

da istoriis ganmavlobaSi iTamaSa mniSvnelovani roli

civilizaciebis ganviTarebaSi.

turizmi, is saxiT rogorc Cven viciT dRes, warmoad-

gens naTlad me-20 saukunis fenomens. istorikosebi varau-

doben, rom masobrivi turizmis xseneba daiwyo inglisSi

industriuli revoluciis periodSi, saSualo klasis Ca-

moyalibebasa da SedarebiT iafi gadaadgilebis saSuale-

bebis ganviTarebisTan erTad. komerciuli aviaxazebis in-

dustriis Seqmna, romelic mohyva meore msoflio oms da

50-ian wlebSi reaqtiuli TviTmfrinavebis warmoebis gan-

viTarebam gamoiwvia saerTaSoriso mogzaurobis swrafi

zrda da eqspansia. am zrdas mohyva axali didi industri-

is _ turizmis ganviTareba.

dReisaTvis mogzauroba da turizmi sagrZnoblad gai-

zarda rogorc ekonomikuri, ise socialuri mniSvnelo-

164

biT da ganviTarebuli qveynebis umetesobaSi gaxda yvela-

ze swrafad mzardi ekonomikuri seqtori.

mogzaurobisa da turizmis msoflio sabWos (World

Travel & Tourism Council) monacemebiT mogzauroba da turiz-

mi warmoadgens msoflioSi udides industrias TiTqmis

yvela ekonomikuri ganzomilebiT. 2010 wels msoflio mas-

StabiT mogzaurobasa da turizmze saerTo moTxovnam Se-

adgina 7,542 trilioni dolari (1%-iani zrda 2009 welTan

SedarebiT). mogzaurobisa da turizmis ekonomikis mTli-

anma Sida produqtma (mSp) Seadgina 5,750 trilioni dola-

ri (0,5%-iani zrda 2009 welTan SedarebiT) da Seadgina

mTeli msoflio mSp-s 9,1%. uSualod mogzaurobisa da

turizmis industriis mSp-m Seadgina 1,985 trilioni do-

lari (0,6%-iani zrda 2009 welTan SedarebiT) da Seadgina

mTeli msoflio mSp-s 3,1%. marTalia 2010 welSi mogzau-

robisa da turizmis ekonomikaSi dasaqmeba Semcirda 0,1%-

iT da Seadgina saerTo dasaqmebis 8,1%, Tumca uSualod

mogzaurobisa da turizmis industriaSi dasaqmeba ar Sec-

vlila da darCa 2,8%-is doneze. 2009 welTan SedarebiT

gaizarda turizmSi kapitaluri investiciebis moculobac

da 2010 wels Seadgina 1,240 trilioni dolari. aseve, 2010

wels 0,8%-iT gaizarda saeqporto Semosavlebi turizmi-

dan da Seadgina 1,085 trilioni dolari1.

miuxedavad amisa, mogzaurobisa da turizmis indus-

triis erT-erT mTavar problemas, romelic malavs da Se-

umCnevels xdis mis ekonomikur zegavlenas, warmoadgens

am industriis mravalferovneba da fragmentacia. mogzau-

robisa da turizmis industria moicavs sastumroebs, mo-

telebs, ganTavsebis sxva saSualebebs; restornebs da kve-

bis sxva momsaxurebebs; satransporto momsaxurebasa da

simZlavreebs; atraqcionebs, garTobisa da dasvenebis sim-

Zlavreebs; suvenirebis maRaziebs da sxva sawarmoTa did

raodenobas. imis gamo, rom bevri CamoTvlili momsaxure-

1 www.wttc.org

165

biT sargebloben adgilobrivi rezidentebic, vizitorTa

danaxarjebi SesaZloa advilad iqnes gadaWarbebulad Se-

fasebuli, an dakninebuli.

meisi (Meis, 1992) aRniSnavs, rom turizmis industria moicavs koncefciebs, romlebic jer kidev rCeba amorfu-

li, rogorc analitikosebisaTvis, ise gadawyvetilebis

mimRebTaTvis. ufro metic, es problema qmnis sirTules

industriis sando da sruli sainformacio bazis Seqmna-

Si, raTa zustad Sefasdes turizmis Senatani regionul,

erovnul da globalur ekonomikaSi. amasTan, am mravalfe-

rovnebis buneba aqcevs mogzaurobasa da turizms idea-

lur mamoZravebel Zalad ekonomikuri ganviTarebisaTvis

bevr qveyanaSi, regionsa da sazogadoebaSi. faqtiurad,

turizmi iqca udides saqonlad saerTaSoriso vaWrobaSi

msoflios bevri qveynisaTvis. magaliTad: turizmi aris

Semosavlis udidesi wyaro saberZneTSi, italiaSi, espa-

neTSi, SveicariaSi da karibis qveynebis umetesobaSi; xo-

lo, turizmis industria - nomeri pirveli damsaqmebeli

avstraliaSi, braziliaSi, kanadaSi, safrangeTSi, germani-

aSi, hon-kongSi, italiaSi, iaponiaSi, singapurSi, did bri-

taneTsa da aSS-Si.

turizmis gansazRvrebebi

etimologiurad sityva „turi“ (tour) warmoSobilia

laTinuri „tornare“ da berZnuli „tornos“-dan, romelic niS-

navs „wres; moZraobas RerZis centraluri wertilis gar-

Semo“. es mniSvneloba Seicvala Tanamedrove inglisurSi

adamianis wriuli marSrutiT moZraobis aRsaniSnavad. su-

fiqsi -ism ganisazRvreba rogorc „moZraoba an procesi“,

xolo sufiqsi -ist, rogorc `vinme, romelic ganaxorcie-

lebs am moZraobas“. sityva tour-isa da sufiqsebis -ism da -

ist kombinireba niSnavs moqmedebas an moZraobas wriuli

marSrutiT. SesaZloa vinme SegvekamaTos, rom wre gulis-

xmobs sawyis wertils da aucilebel dabrunebas ukan mis

sawyisSi. amitom, msgavsad wrisa, turi warmoadgens wri-

166

ul mogzaurobas, xolo adamians, romelic amgvarad mog-

zaurobs, SeiZleba ewodos turisti1.

arsebobs gansxvavebuli mosazrebebi imis Taobaze, Tu

rodis iqna SemoRebuli xmarebaSi sityva „turisti“. zo-

gi mkvlevari varaudobs, rom mogzaurebs saxeli „turis-

ti“ daerqvaT ukve 1800 wlidan (Smith, 1989); zogi varau-dobs, rom es sityva pirvelad ixmara stendalma 1838

wels (Feifer, 1985); zogis varaudiT turistis pirveli gan-

marteba gamoCnda leqsikonSi Dictionnare universel du XIX siècle

1876 wels (Mieczkowski, 1990); leiperis (Leiper, 1979) azriT

sityva „turizmi“ pirvelad gamoyenebul iyo inglisSi

axalgazrda britaneli aristokratebis dasaxasiaTeblad,

romlebic politikaSi, marTvaSi da diplomatiur samsa-

xurSi karieris misaRwevad iRebdnen ganaTlebas. am swav-

lis dasrulebis mizniT isini gamocdilebis misaRebad

sami wliT miemgzavrebodnen „grand turiT“ evropis

kontinentze da brundebodnen Sin mxolod mas Semdeg,

rac maTi kulturuli ganaTleba marTla dasruldeboda.

“turizmis enciklopedia” (Jafari, 2000) Tanamedrove mniSvne-

lobiT sityva „turis“ adreul gamoyenebas ukavSirebs da-

niel defos wigns „turi didi britaneTis kunZulze“

(1726), romelmac xeli Seuwyo am terminis gavrclebas2. in-

skipis (Inskeep, 1991) mixedviT pirveli gzamkvlevi am ti-

pis mogzaurobisaTvis saxelad The Grand Tour gamosca to-

mas nagentma (Thomas Nugent) 1778 wels.

dRemde uaRresad did sirTules warmoadgens sityve-

bis „turisti“ da „turizmi“ zusti gansazRvreba, radgan

am cnebebs gansxvavebuli mniSvneloba aqvT sxvadasxva

adamianisaTvis da universaluri gansazRvreba dRemde ar

moiZebna. magaliTad: leqsikoni Webster’s New University

Dictionary gansazRvravs turizms, rogorc „mogzaurobas

1 Worldwide Destinations, The geography of travel and tourism, Fourth edition, Brian G.

Boniface and Chris Cooper (2005) 2 Encyclopedia of Tourism, Jafar Jafari, Routledge, London, UK (2000).

167

siamovnebis misaRebad; bizness turistebisaTvis turebisa

da momsaxurebis gasawevad“, da turists, rogorc „adami-

ans, romelic mogzaurobs siamovnebis misaRebad“. es piro-

bebi warmoadgens araadeqvatur sinonims mogzaurobisaT-

vis da iwvevs gaugebrobas, rodesac mogzaurobis sfero

moixsenieba, rogorc „mogzaurobis industria“, „turizmis

industria“, „maspinZlobis industria“, an „vizitorTa in-

dustria“.

gansazRvrebebTan dakavSirebuli problemebis gamo,

rac pirdapir gavlenas axdens statistikaze, SeuZlebelia

realuri, zusti da sando monacemebis mowodeba msoflio

turizmis moculobaze, an mis ekonomikur zegavlenaze.

bevri kuTxiT, analogiuri sirTuleebi Cndeba Sida tu-

rizmis Sefasebis mcdelobisas.

ratom eTmoba aseTi yuradReba am gansazRvrebebs?

imitom, rom amas mniSvneloba aqvs rogorc akademiuri,

ise praqtikuli kuTxiT. rig mecnierTa mixedviT (Gee,

Makens da Choy, 1997) „pirvel rigSi, mogzaurobis kvleva sa-

Wiroebs standartul gansazRvrebas imisaTvis, rom dad-

gindes kvlevis parametrebi. meore mxriv, standartuli

gansazRvrebebis gareSe ver iqneba miRweuli SeTanxmeba

turizmis, rogorc ekonomikuri saqmianobis sazomebze an

mis zegavlenaze adgilobriv, erovnul da msoflio eko-

nomikaze“. amis gamo, SedarebisaTvis vargisi monacemebi

aucilebeli rekvizitia da amgvari monacemebis mosapoveb-

lad gamoyenebul unda iqnes identuri kriteriumebi. maga-

liTad, CrdiloeT amerikaSi aSS-s mogzaurobis monacemTa

centri wliur mogzaurobaTa statistikaSi iTvaliswineb-

da mxolod mogzaurobebs, romlebic xorcieldeboda

mogzauris saxlidan 100 milze met distanciaze; kanadis

mTavroba ki aseT distanciad iTvaliswinebda 25 mils da

a.S. amis gamo, monacemebi miiReboda sakmaod gansxvavebu-

li da gaugebari iyo, Tu romeli maTgani warmoadgenda

turistuli aqtivobis ufro zust sazoms.

168

imis gamo, rom saerTaSoriso turizmis SedarebisaT-

vis vargis monacemTa SemuSavebis bevri mcdeloba uSede-

god damTavrda, gaerTianebuli erebis organizaciam, jer

kidev 1971 wels mowveul vaWrobisa da ganviTarebis kon-

ferenciaze (UNCTAD), miiRo gzamkvlevi turizmis statis-

tikisaTvis. vinaidan mogzauroba da turizmi mniSvnelov-

nad ganviTarda, zusti statistikuri ganzomilebebi auci-

lebeli gaxda imisaTvis, rom: Sefasebuliyo misi pirdapi-

ri, arapirdapiri da inducirebuli ekonomikuri zemoqme-

deba; daxmareba gaewia axali turistuli simZlavreebisa

da resursebis dagegmvasa da ganviTarebaSi; ganesazRvra

Tanamedrove vizitorTa xasiaTi da daxmareba gaewia mar-

ketingisa da promouSenis strategiebis formirebaSi; da

moexdina turistul nakadebSi, turistTa xasiaTsa da ar-

CevanSi cvlilebebis identificireba.

saerTaSoriso debatebi turizmis gansazRvrebaze

dRemde grZeldeba da arsebobs bevri gansxvavebuli in-

terpretacia. am problemis gadaWris ori midgoma gamoik-

veTa:

• turizmi SeiZleba ganisazRvros moTxovnis mxri-

dan, anu turistis mxridan. es midgoma kargadaa Camoyali-

bebuli da gaerTianebuli erebis organizaciis statisti-

kis komisia amJamad aRiarebs turizmis Semdeg gansazRvre-

bas: „pirTa aqtivobebi, romlebic mogzauroben da imyofe-

bian TavianTi Cveuli garemos gareT araumetes erTi wlis

ganmavlobaSi dasvenebis, saqmiani an sxva miznebiT“. Tum-

ca, es gansazRvreba warmoSobs rig kiTxvebs. kerZod: ra

aris piris „Cveuli garemo“? aseve, „biznesisa“ da „sxva“

CarTva vizitis miznebSi moiTxovs turizmis ufro farTo

gagebas, vidre ubralod rekreaciuli saqmianobisa. garda

amisa, mogzaurTa rigi saxeebisa ver moxvda am gansaz-

RvrebaSi.

• turizmis seqtori, aseve, SeiZleba ganisazRvros

miwodebis mxridan. am SemTxvevaSi sirTule mdgomareobs

turizmis biznesisa da dasaqmebis gamocalkevebaSi danar-

169

Ceni ekonomikidan. ocwliani debatebis Semdeg miRweul

midgomas am sakiTxisadmi warmoadgens gaerTianebuli ere-

bis organizaciis mier 2000 wels miRebuli „turizmis sa-

Telituri angariSi“ (Tourism Satellite Account, TSA). es angari-Si sazRvravs saqonelsa da momsaxurebaze vizitorTa

moTxovnas turistuli daniSnulebis adgilebSi. igi saSu-

alebas iZleva Sedarebul iqnes turizmi ekonomikis sxva

seqtorebTan Tavisi SenataniT investiciebSi, moxmarebiT,

dasaqmebiT, mTliani Sida produqtiT da gadasaxadebiT.

saerTod aRiarebulia, rom arsebobs turizmis gan-

sazRvrebebis ori gansxvavebuli tipi - mecnieruli da

teqnikuri, romelTagan TiToeuls gaaCnia sakuTari axsna

da daniSnuleba. konceptualuri gansazRvrebis kargi ni-

muSia Semdegi gansazRvreba: `turizmi aris Seswavla ada-

mianisa Tavisi Cveuli sacxovreblis gareT, industriisa,

romelic pasuxobs mis saWiroebebs da am adamianisa da am

industriis zegavlenisa maspinZel socialur-kulturul,

ekonomikur da fizikur garemoze“ (Jafari, 1977). an kidev er-Ti: „turizmi aris xalxis droebiTi gadaadgileba daniS-

nulebis adgilebisaken maTi Cveuli samuSao da sacxovre-

beli adgilebis gareT, maT mier ganxorcielebuli saqmia-

noba im daniSnulebis adgilebSi yofnis periodSi da sim-

Zlavreebi, romlebic Seqmnilia maTi saWiroebebis uzrun-

velsayofad“ (Mathieson and Wall, 1982). teqnikuri gansazRvrebebi iZlevian turizmis Taobaze

informacias statistikuri an sakanonmdeblo mizniT. tu-

rizmis sxvadasxva teqnikuri gansazRvreba ganmartavs an

naTels hfens mas imgvarad, rom misaRebi iyos rogorc sa-

erTaSoriso, ise Sida turizmis dasaxasiaTeblad. amgvari

midgoma, teqnikuri gansazRvrebebi, gamoyenebulia bolo

periodSi saerTaSoriso turizmis monacemTa standarti-

zaciis xelSewyobisaTvis.

turizmis statistikis Seusabamobis aRmofxvrisa da

gansazRvrebebis mowesrigebis sakiTxSi didi wvlili Sei-

tana 1991 wels turizmis msoflio organizaciis mier

170

mogzaurobisa da turizmis statistikis Sesaxeb Catare-

bulma saerTaSoriso konferenciam otavaSi (kanada), rome-

lic SemdgomSi „otavas konferenciis“ saxeliT gaxda

cnobili. am konferenciis, romelSic msoflios 90 qveynis

warmomadgeneli monawileobda, mTavari miRweva SeTanxme-

buli gansazRvrebebis miRebasTan erTad, iyo turizmis

saTelituri (damxmare) angariSis koncefciis SemuSavebis

rekomendacia, romelic daeyrdnoboda gaero-s erovnuli

angariSebis sistemas da romlis daxmarebiTac yvela qve-

yana, romelSic dainergeboda erovnuli angariSebis sis-

tema, miiRebda erovnuli mogzaurobisa da turizmis

zust monacemeTa bazas.

SemdgomSi, am mimarTulebiT Zalisxmeva gaaqtiurda

da 1994 wels gaero-m da turizmis msoflio organizaciam

miiRes „turistuli saqmianobis saerTaSoriso klasifika-

ciis standarti“ (SICTA), xolo 2000 wels _ gaeros sta-

tistikurma komisiam (UNSC) daamtkica “turizmis saTeli-

turi angariSis“ meTodologia. am sistemis mizania tu-

rizmis ekonomikuri aqtivobis yvela elementis klasifi-

cireba Tanamimdevruli da srulyofili saxiT. imisaTvis,

rom yofiliyo gamosadegi da warmatebuli, turizmis

klasifikaciis amgvar sistemas, romelic daefuZneboda mi-

wodebis kuTxiT ekonomikur aqtivobas, imavdroulad unda

hqonoda iseTive donis Tanamimdevruloba da mieca tu-

rizmis ZiriTadi aqtivobebisa an produqtis identifika-

ciis saSualeba ise, rogorc es tradiciulad identifi-

cirdeboda moTxovnis kuTxiT. amitom, Tu mogzaurobisa

da turizmis seqtori iqneboda Sefasebuli iseve, rogorc

ekonomistebi afaseben sxva industriebs, maSin misi ekono-

mikuri zegavlena gaxdeboda sagrZnoblad farTo, vidre

es xdeboda tradiciuli Sefasebebis - vizitorTa Camos-

vlisa da turistTa xarjebis meSveobiT.

turizmis moTxovnis klasifikacia

turizmis moTxovnis klasifikacia gamosaxavs ZiriTa-

di jgufebis vizitis ZiriTad miznebs da mas safuZvlad

171

udevs gaero-s mier jer kidev 1979 wels SemoTavazebuli

varianti. igi SemuSavebul iqna turizmis dagegmvis da

marketingis mizniT, moTxovnis mTavari segmentebis Sefa-

sebaSi dasaxmareblad. ZiriTadi jgufebia: 1. Tavisufa-

li dro, rekreacia da ardadegebi; 2. megobrebisa da

naTesavebis monaxuleba; 3. biznesi da profesiuli; 4.jan-

mrTelobis dacva; 5. religia/piligrimoba; da 6. sxva (sa-

moqalaqo transportis ekipaJebi, tranziti da sxva an ga-

nusazRvreli saqmianoba).

turizmis moTxovnis sxva ganzomilebebis CamonaTva-

lia: 1. mogzaurobis an adgilze yofnis xangrZlivoba; 2.

mogzaurobis dasawyisi da daniSnulebis adgili; 3. sac-

xovrebeli da daniSnulebis adgili qveynis farglebSi; 4.

satransporto saSualeba; 5. turistuli ganTavsebis obi-

eqti.

miuxedavad amisa, paCim (Paci, 1992) daamtkica, rom ara mxolod turizmis moTxovna unda yofiliyo ganxiluli,

aramed: „turizmi saWiroebda misi aqtivobebisaTvis miwo-

debaze dafuZnebuli konceptualuri struqturis ufro

naTlad aRweras, radgan es warmoadgenda erovnuli eko-

nomikis umetesi statistikis wyaros“. rodesac inkorpo-

rirdeba miwodebaze dafuZnebul statistikaSi, turizmis

urTierTkavSiri da mniSvneloba sxva ekonomikuri seqto-

rebis mimarT SeiZleba ufro advilad yofiliyo gamovle-

nili. garda amisa, igi xazs usvamda imas, rom aseTi sis-

tema ara marto xels Seuwyobda erovnuli turizmis sta-

tistikebis ufro metad Sepirispirebadobas, aramed aseve

„mogvcemda statistikur kavSirs turizmis miwodebis mxa-

resa da moTxovnis mxeres Soris“.

turizmis miwodebis klasifikacia

turizmis xarjebis monacemebi warmoadgens erT-erT

yvelaze mniSvnelovan maCvenebels, gamoyenebuls turizmis

zegavlenis monitoringisa da SefasebisaTvis ekonomikaze

da turizmis industriis gansxvavebul segmentebze. tu-

rizmis xarjebi ganisazRvreba, rogorc: „vizitoris mier

172

mogzaurobisa da daniSnulebis adgilze yofnis periodSi

gaweuli mTliani moxmarebis xarjebi“.

turizmis moxmarebis xarjebi identificirdeba Ziri-

Tadi kategoriebis sistemiT, romlis SemadgenlobaSia:

1. paket-turebi (ardadegebisa da winaswar gadaxdili

turebis ganxorcieleba); 2. ganTavseba (sastumroebi, mote-

lebi, kurortebi, banakebi da sxv.); 3. kvebisa da sasmelis

dawesebulebebi (restornebi, kafeebi, barebi da sxv.); 4.

trasporti (TviTmfrinavi, matarebeli, gemi, avto-

busi, avtomobili, taqsi da sxv.); 5. rekreacia, kultura

da sportuli aqtivobebi; 6. Sopingi; 7. sxva.

turizmis saTelituri angariSis (TSA) fundamenturi struqtura eyrdnoba vizitorebisa da sxva momxmareble-

bis mier saqonelsa da momsaxurebaze generirebuli moT-

xovnisa da am saqonlisa da momsaxurebis mTel miwodeba-

Si arsebuli balansis ekonomikas. gamomdinare aqedan, tu-

rizmis saTelitur angariSs SeuZlia daadginos: turiz-

mis Senatani mTlian Sida produqtSi, turizmis ranqingi

sxva ekonomikur seqtorebTan SedarebiT, turizmis mier

Seqmnili samuSao adgilebis raodenoba, turizmis inves-

ticiebis odenoba, turizmis industriis mier generirebu-

li gadasaxadebi, turizmis xarjebi, turizmis zegavlena

erovnul sagadamxdelo balansze da turizmis adamianuri

resursebis maxasiaTeblebi.

amgvarad, mecnierebisa da saerTaSoriso organizacie-

bis xangrZlivi Zalisxmevis Sedegad safuZveli Caeyara

mogzaurobisa da turizmis axal, gafarToebul da modi-

ficirebul saerTaSoriso gansazRvrebebsa da standar-

tebs. SemuSavebulma principebma da gzamkvlevebma Seqmna

erebs Soris harmonizirebuli da unificirebuli turiz-

mis ganzomilebebi. es ki sabolood, turistuli saqmiano-

bis standartul monacemTa mopovebis universalur safuZ-

vels iZleva. Tumca, turizmis Sepirispirebadi statisti-

kuri monacemebis mopoveba da gamoyeneba damokidebulia

yvela qveynis mier maT aRiarebasa da danergvaze.

173

Maya Margvelashvili Georgia. Iv. Javakhishvili Tbilisi State University. Doctor of Economics, Full professor

Variety of Perceiving Dominant Tourism Terms and the Importance of Unification

Summary Throughout the course of history, people have traveled for purposes of

trade, religious conviction, economic gain, war, migration, and other equally compelling motivations. Tourism is distinctly a twentieth-century phenomenon. The creation of the commercial airline industry after the World War II and the subsequent development of the jet aircraft in the 1950s signaled the rapid growth and expansion of international travel. This growth led to the development of a major new industry: tourism.

Today tourism has grown significantly in both economic and social importance and became the fastest growing economic sector of the most industrialized countries.

For a long time tourism industry, both – international and domestic, has had huge problem with statistical comparability with other sectors of the economy. It results in difficulties with providing realistic and reliable information and determination of tourism input in local, regional, national and world economies.

Recommendation of several conferences, later adopted the UN Statistical Commission, provided the basis for new, extended and modified international determinations and standards. These principles and guidelines established harmonized and unified tourism measurements. Finally, this provides an universal opportunity to collect and operate with standard data of tourism activities. However, collecting and operating with comparable statistical data depends on its recognition and implementation by all governments.

174

ioseb masuraSvili ekonomikis doqtori, mowveuli profesori

codnis menejmentis organizaciuli kultura

evrokavSirSi



sxvadasxva SefasebebiT, sawarmos Rirebulebis TiT-

qmis 70%-s Seadgens xeluxlebeli aqtivebi. Tumca sinam-

dvileSi vin flobs am aqtivebs _ kompania Tu muSakebi,

vis ekuTvnis kompaniis 70%, rogor konteqstSi iqceva

codnis marTvis iniciativebi ara ubralod modisadmi

xarkad, aramed grZelvadian proeqtad, romlis bazazec

sawarmo ara mxolod inarCunebs Tavis inteleqtualur aq-

tivebs, aramed axalsac qmnis? organizaciuli kulturis

koncefciis gamoyeneba iseTi samuSao pirobebis aRsawe-

rad, romlebic xels uwyobs codnis Seqmnas, gacvla-ga-

mocvlasa da xelaxal gamoyenebas, rogorc praqtika gvaC-

venebs, aris mxolod naxevari saqme. iseTi msxvli kompani-

ebic ki, rogoricaa Xerox, Philips mimarTaven mudmiv Zalis-

xmevas, raTa waaxalison adamianebi am procesebSi Segnebu-

li da ara formaluri monawileobisaTvis, axali pirovne-

baTaSorisi urTierTobebis asagebad.

mainc rogor unda moxdes inteleqtualuri cvlis

kulturis Camoyalibeba da SenarCuneba, romeli saorgani-

zacio meqanizmebia mniSvnelovani, ra unda uzrunvelyos

sawarmom, rogori axali movaleobebi warmoeSveba muSa-

kebsa da menejerebs, rogor unda aigos urTierTmomgebia-

ni urTierTobebi kompaniasa da TanamSromlebs Soris? am

da ara mxolod am SekiTxvebs sakuTar Tavs xSirad usva-

men kompaniebis xelmZRvanelebi, kvalificiuri specialis-

tebi da mTavrobac.

The Lisbon Strategy for Growth and Jobs _ aseTi saTauris do-

kumenti miRebuli iqna 2000 wlis martSi lisabonSi evro-

175

sabWos mier. masSi ganisazRvreboda evropis Tanamegobro-

bis qveynebis ganviTarebis uaxloesi aTi wlis programa.

es warmoadgenda erTgvar gamowvevas aSS-sTvis da amocana

Camoyalibebuli iyo rogorc msoflioSi codnis yvelaze

konkurentunariani da dinamikuri ekonomikis agebaze, ro-

melic uzrunvelyofda mudmiv zrdas meti raodenobis sa-

muSao adgilebis SeqmniT, Sromis gaumjobesebuli pirobe-

biTa da saimedo socialuri dacviT. es programa gansaz-

Rvravda maT Soris Tavisebur CarCo koncefcias iseTi

kulturisa da pirobebis Sesaqmnelad, romlebic xels

uwyobs codnis sazogadoebis aSenebis pozitiur dinami-

kas. ZiriTadi Zvra urTierTqmedebis kulturaSi xdeba Se-

jibridan TanamSromlobisaken.

aseTi amocana, romelic detalizebuli iyo ufro

konkretuli nabijebiT, moiTxovda saxelmwifo marTvis

reformas, ufro efeqtian investiciebs adamianur kapi-

talSi, meti raodenobiT adamianTa mozidvas Sromis ba-

zarze (2010 wlisaTvis Sromisunariani mosaxleobis 70%-

mde, saojaxo biznesSi dasaqmebul adamianTa 60%-mde, 55-64

wlis asakis momuSave pensionerTa 55%-mde), agreTve inves-

ticiebs kvlevebSi mTliani Sida produqtis 3% odenobiT,

jandacvis, ganaTlebis, muSaobisa da dasvenebis organiza-

ciis sistemebis gaumjobesebas. TanamegobrobaSi Semavalma

TiToeulma qveyanam SeimuSava sakuTari erovnuli strate-

gia ZiriTadi dokumentis bazaze.

komisiebi, romlebic regularulad ikribebodnen

programis Sesrulebis gasakontroleblad, aRniSnavdnen

sagrZnob CamorCenas misi Sesrulebisas da iZleodnen Ta-

vianT rekomendaciebs. Semdeg amas mohyva `kritikis kriti-

ka~ ukve ara saxelmwifoTaSorisi komisiebis, aramed pro-

fesiuli Tanamegobrobebisa da calkeuli specialistebis

mxridan. forumebze diskusiebSi mravali gamosvlis mTa-

vari paTosi mdgomareobda SemdegSi. lisabonis strategia

aris zedmiwevniT ekonomikuri da ara politikuri, socia-

luri Tu moraluri dokumenti. maS raRa icvleba Zireu-

176

lad adamianis mimarT, romelic kvlav fasdeba industri-

uli ekonomikis poziciebidan?

agreTve aRiniSneboda, rom im oficialur pirTa praq-

tikulad yvela gamosvlaSi, romlebic am programas war-

moadgendnen samTavrobo samitebsa da TaTbirebze, sul

oriod sityva Tu iyo codnis ekonomikis Sesaxeb, xolo

sxvamxriv moxeleTa, biznesisa da akademiuri garemos war-

momadgenelTa gamosvlebi eZRvneboda imas, Tu rogor ga-

vuxangrZlivoT arseboba industriul ekonomikas. ZiriTa-

dad amave kuTxiT keTdeboda programis Sesrulebis

msvlelobis Semswavlel komisiaTa daskvnebi. kritikosebi

aRniSnavdnen, rom rekomendaciebi agebuli iyo erTi sqe-

miT: maqsimumi yuradReba ekonomikur sakiTxebs, erTi ab-

zaci _ ekologias da erTi striqoni _ socialur sakiT-

xebs.

ratom Caeflo Cveni azrovneba industriul eraSi im

zomamde, rom ar viciT, Tu rogor viazrovnoT ufro Ta-

visuflad? SeuZlebelia mivaRwioT codnis eras mxolod

industriuli xanis principebsa da enaze dayrdnobiT. ga-

vixsenoT, rom aq adamiani mxolod erTgvari `WanWikia~.

samwuxarod, aRniSnavdnen kritikosebi, mravali is,

rac keTdeba sainformacio da sakomunikacio teqnologie-

bis sferoSi da codnis marTvaSi, emsaxureba mxolod in-

dustriuli modelis `SekeTebas~, romlisaTvis adamianu-

ri faqtori kvlav rCeba xelSemSlelad da romelic, ar-

sebiTad, veRar `SekeTdeba~, vinaidan dro moiTxovs sxvag-

var midgomebs.

Tumca dRemde ekonomikaSi isev gabatonebulia XVIII

da XIX saukunis marTvis bevri principi, saqme ara mxo-

lod amaSia. Tanamedrove ekonomikurad ganviTarebulma

qveynebma aaSenes moxmarebis ganviTarebuli sazogadoeba,

romlis yvela sistema muSaobs kerZo sakuTrebis gazrda-

ze da daviwyebulia socialuri sakiTxebis fasi. maS ro-

gorRa unda moxdes am pirobebSi `fulisa~ da àzris~ da-

177

kavSireba1-2? praqtikosTa mier gacemuli cxovrebis gaum-

jobesebis bevri `recepti~ exeba mikrodones _ calkeul

samuSao adgils, ojaxs, sawarmos. Tavad evropaSic ki nak-

lebad sjeraT `progresuli” biurokratiis.

dRes evropas jer kidev ar ZaluZs marTvis tradici-

uli kompaniebisa da meTodebis restruqturizeba. mar-

Tlacda, lisabonis programis mier dasaxuli amocanebi

metad seriozulia da moiTxovs masStabur cvlilebebs.

rogorc aRiniSneba am dokumentis mravalricxovan komen-

tarebSi, saWiroa ara mxolod im axali sainformacio

teqnologiebis propaganda, romlebsac efuZneba codnis

ekonomika, saWiroa cvlilebebi azrovnebasa da biznesis

warmarTvis kulturaSi. amgvari dokumentis miRebis Tavad

faqti ki aris metad pozitiuri da damaimedebeli nabiji,

romelmac SeiZleba perspeqtivaSi evropas saSualeba mis-

ces, iqces msoflios yvelaze konkurentunarian regionad.

Sesabamisi saorganizacio kulturis Seqmna warmoad-

gens codnis menejmentis iniciativebis warmatebulobis

pirvel pirobas. imavdroulad sawarmoSi Camoyalibebuli

kultura SeiZleba gaxdes mTavari dabrkoleba am gzaze.

dReisaTvis evropis kompaniebSi aSkarad gansxvavdeba

sul mcire ori midgoma. pirvel SemTxvevaSi aqcenti keT-

deba codnis Sesaqmnelad sawarmoSi profesiuli gaerTia-

nebebis organizebaze (praqtikuli midgoma), meoreSi _

codnasTan muSaobis sakuTriv procesebze: Seqmna, gacvla,

gavrceleba da ganmeorebiTi gamoyeneba axal proeqtebSi

(procesuli midgoma).

procesuli midgoma gulisxmobs codnis kodifikacia-

sa da formalizacias damuSavebis formaluri procedu-

rebis safuZvelze Sesabamisi teqnologiebis meSveobiT

(intraneti, monacemTa sacavebi, repozitoriebi, gadawyve-

tilebaTa miRebis mxardaWeris da jgufuri muSaobis sa-

Sualebebi). aseT kompaniebSi SemuSavebulia codnis Seg-

1 Krogh. Ichijo & Nonaka. 2000. 2 www.knowledgeboard.com.

178

rovebis, Senaxvisa da gavrcelebis specialuri procedu-

rebi. am midgomis sisuste aris is, rom rodesac saWiroa

arsebiTi codnis `Sovna”, is araa Zalian efeqtiani, ag-

reTve is, rom adamianebs aiZulebs fiqsirebuli da xSi-

rad naklebad gamomxatveli sqemebis gamoyenebas.

praqtikuli midgoma procesulis sapirispirod gu-

lisxmobs, rom organizaciaTa codnis mniSvnelovani nawi-

li ara aris aSkara, amitom codnis fiqsaciis xisti da

formaluri procedurebi ar gamodgeba gagebis gadmosace-

mad. aq aqcenti keTdeba ufro kompaniaSi iseTi muSa gare-

mocvis agebaze Tu praqtikosTa erTobliobebis Seqmnaze,

sadac advildeba codnis gacvlisa da aTvisebis procese-

bi. erTobliobebi gamodis rogorc adamianTa araforma-

luri jgufebi, romlebic regularulad xvdebian ideebi-

sa da mowinave gamocdilebis gasaziareblad.

Camoyalibebuli kulturis tipis mixedviT zogi sa-

warmo ufro midrekilia pirveli tipisadmi, sxvebi _ meo-

resadmi1.

cxadia, rom nebismieri organizacia dainteresebuli

iqneboda orive xerxis maqsimalurad SeTavsebaSi, da Tu

codna iqmneba erTobliobebSi, maSin mTeli organizaciis

doneze mizanSewonili iqneboda maTi gansazRvruli wesiT

dafiqsireba da dagroveba Semdgomi gamoyenebisaTvis.

organizaciis mravalricxovani Teoriebi gansaz-

Rvravs kulturaTa ramdenime gansxvavebul tips.

biurokratiuli. aseT kulturaSi arsebobs Zalauf-

lebis mkafio ierarqia, da muSaoba ukiduresad reglamen-

tirebuli da sistematizebulia. ivaraudeba, rom mTeli

pasuxismgebloba ekisreba umaRles xelmZRvanelobas (top-

down management), maT Soris organizaciis codnis Seqmnasa

da gamoyenebaze. aseTi midgoma zogadad gamodgeba aSkara

codnis situaciisaTvis. Tumca ierarqiis qveda doneebze,

sadac aseve iqmneba codna, motivaciis ararsebobisa da

1 D. Leidner. М. Alaui. Т. Kayworth. The Role of Culture in Knowledge Management// Int. Journal of e-Collaboration. 2(1). January-March. 2006.

179

iniciativis daTrgunvis gamo codnis mniSvnelovani nawi-

li ikargeba.

inovaciuri. kulturis es tipi xasiaTdeba rogorc

SemoqmedebiTi, riskis gawevis xelSemwyobi (bottom-up

management). codnis menejmenti Zalian midrekilia am tipi-

sadmi, aq aucilebelia ndobisa da pasuxismgeblobis maRa-

li xarisxi rogorc xelmZRvanelebis, ise uSualod Sem-

sruleblebis mxridan. imis gamo, rom aseT modelSi Seq-

mnili codna sakmaod avtonomiuria, saWiroa mWidro koo-

peracia da efeqtiani komunikaciebi specialistebsa da

xelmZRvanelobas Soris.

mxardamWeri. am SemTxvevaSi uzrunvelyofilia megob-

ruli samuSao garemocva, romelSic TanamSromlebi Tavs

grZnoben komfortulad da gaxsnilebi arian TanamSrom-

lobisaTvis. kompaniaSi SemuSavebulia specialuri samo-

tivacio procedurebi, romlebic adamianebs stimuls uq-

mnis, wvlili Seitanon codnis korporaciul bazebSi da

amisaTvis miiRon gasamrjelo. pasuxismgebloba muSaobis

Sedegebze praqtikulad Tanabrad nawildeba xelmZRvane-

lobasa da specialistebs Soris (top-down & bottom-up

management-is meTodebis Sexameba). kulturis es tipi aseve

aaxloebs procesul da praqtikul midgomebs codnis me-

nejmentisadmi da xels uwyobs virtualuri Tanamegobro-

bebis Seqmnas.

iaponuri modeli. codnis marTvis praqtikaSi arse-

bobs saorganizacio kulturis kidev erTi tipi, romelic

cnobilia rogorc ìaponuri spiraluri modeli~ (middle-

up-down management). iaponuri kompaniebi eswrafvian codnis Seqmnas upiratesad marTvis saSualo rgolSi spiraluri

procesis meSveobiT, romelic CarTavs umaRles rgolsa

da konkretul Semsruleblebs. codna interpretirdeba

sxvadasxvagvarad konteqstidan gamomdinare, da saSualo

rgolis menejerebi axdenen codnis Seqmnis procesebis

orientirebas sasargeblo Sedegze, uzrunvelyofen ra

180

uSualo SemsruleblebisaTvis codnis SenarCunebisa da

gadacemis Sesabamis struqturas.

arsebobs agreTve gansxvaveba kerZo, saxelmwifo da

sazogadoebrivi seqtorebis codnis marTvis saorganiza-

cio kulturaSi. bevri moxelisaTvis Tavad `codnis me-

nejmentis~ cneba warmoadgens bariers. TvalsaCinoa, maga-

liTad, aseve gansxvaveba samewarmeo da politikuri ris-

kebis xasiaTSi. amasTan, eleqtronuli mTavrobebis Seq-

mnis iniciativebi, agreTve mTavrobebsa da bizness Soris

partniorobis programebi bevr evropul qveyanaSi, cvli-

lebebis Catarebis pragmatuli gzebis Zieba adamianTa

Sromis nayofierebisa da cxovrebis donis asamaRleblad

metyvelebs imaze, rom mxareTa dainteresebam SeiZleba

mogvces pozitiuri Sedegebi1.

mTavrobebis roli codnis ekonomikis agebaSi dafiq-

sirebulia lisabonis strategiaSic: maT unda uzrunvel-

yon mimzidveli pirobebi, romlebic xels uwyobs niWis

gamoyenebas efeqtiani da SemoqmedebiTi muSaobisaTvis.

Tumca amisaTvis saWiroa xedvis, marTvis stilis, qcevis

Secvla, urTierTobaSi barierebis daZleva. rogorc cno-

bilia, adamianebs surT martivi pasuxebi rTul kiTxvebze

da ufro midrekilni arian sxvaTa qcevis Secvlisadmi,

vidre sakuTarisa.

imisaTvis, rom davgegmoT nabijebi codnis menejmen-

tSi an, magaliTad, eleqtronul swavlebaSi, mniSvnelova-

nia gvesmodes organizaciis muSaobis kulturuli aspeq-

tebi. swavlebisaTvis adamianebs sWirdebaT dro, iseve ro-

gorc imisTvis, rom Camoyalibdes garkveuli organizaci-

uli Rirebulebebi, mrwamsi, normebi, miTebi, ena.

kompaniis kultura praqtikulad yovelTvis sakmaod

mravalsaxovania, da masSi Tanaarsebobs sxvadasxva ten-

denciebi:

• individualoba - koleqtiuroba;

1 Summit — Public Sector — Report 2002 (April 2002, Bath Priory, Bath, UK).

181

• uSualoba - distanciuroba;

• pasuxismgebloba - Tavis arideba;

• moklevadianoba - grZelvadianoba;

• erTferovneba - pluralizmi;

• neitraluroba - emociuroba da sxv. garda amisa, yovel organizaciaSi arsebobs saku-

Tari swavlebis kultura, cvlilebaTa kultura, garkveu-

li inovaciuri, teqnologiuri kultura, proeqtebis mar-

Tvis kultura, mocemuli profesiuli Tanamegobrobis

kultura, personalisadmi damokidebulebis kultura da

sxv.

saorganizacio kulturis evropuli standarti

did adgils uTmobs `swavlebadi organizaciis~ cnebas.

aseTi organizacia swavlobs:

- gamoiyenos swavleba Tavisi miznebis misaRwevad.

- daexmaros adamianebs, Seafason organizaciaSi Ta-

vianTi swavlebis efeqti.

- Tavidan aicilon erTi da imave Secdomebis gameo-

reba.

- daukavSiron individualuri efeqtianoba mTel or-

ganizaciis efeqtianobas.

- Seqmnan swavlebis procesis xelSemwyobi struqtu-

rebi da procesebi.

- Ria TanamSromlobisa da riskebis TvalsazrisiT

xelsayreli iyos yvela momuSavisTvis.

`swavlebadi organizacia” ase gamoiyureba:

• swavleba xdeba TanamSromlobiT, Riad.

• monacemebi swrafad gardaiqmneba sasargeblo cod-

nad `saWiro drosa da adgilas~.

• investiciebs debs swavlebaSi, mxars uWers adamia-

nebsa da jgufebs, romlebsac surT specialuri saswavlo

proeqtebis ganxorcieleba.

`swavlebadi organizacia~ ganicdis mudmiv cvlile-

bebs:

182

- atarebs swavlebis procesis Sesaxeb mimdinare az-

rebis mudmiv monitorings.

- swavlebis miznebs ukavSirebs organizaciis xedva-

sa da misias.

- xedavs axal perspeqtivebs.

- poulobs an `zrdis~ menejmentis liderebs.

- eZebs iseT `mtkivneul wertilebs~ da `viwro adgi-

lebs~, sadac SesaZlebelia daxmareba SedarebiT efeqtia-

ni swavlebiT.

miuxedavad imisa, rom kulturuli gansxvavebebi

kompaniis SigniT SeiZleba mravalricxovani iyos, evropu-

li organizaciebi, sawarmoebi, universitetebi Seecadnen

iseTi organizaciuli kulturis saerTo niSnebis sistema-

tizebas, romelic xels uwyobs codnis Seqmnasa da gav-

rcelebas. ase magaliTad, codnis marTvis winaswar evro-

pul standartebs Soris gamoCnda dokumenti saTauriT

European Guide to Good Practice in Knowledge Management — Part 2: Organizational Culture (CWA 14924-2, 2004). dokumentSi ganixile-

ba sakiTxebi, romlebic exeba organizaciis saqmianobis

mraval mxares, maT Soris: individebis, jgufebis, organi-

zaciebis qcevas; formalur da araformalur saorganiza-

cio struqturebs; ndobas da motivacias; liderobas; kom-

petenciebs, swavlebas da refleqsias; codnis Seqmnas da

urTierTgacvlas; swavlebad organizacias; sawarmoSi er-

Tobliobebis Seqmnas; mwrTvnelebs da damrigeblebs; ur-

TierTobas da dialogs; teqnologias da kulturas.

yoveli organizacia Segnebulad Tu Seugneblad aya-

libebs garkveul kulturas, da xSirad is ufro gasage-

bia ucxo TvalisaTvis.

menejerebs esmiT, rom adamianebTan muSaoba sul uf-

ro rTuli xdeba, gansakuTrebiT im situaciebSi, rodesac

saubaria inteleqtualur resursebze. magaliTad, codnis

marTvis forumebze ITtoolbox drodadro Cndeba specialu-

ri termini codnasTan muSaobis teqnologiebisaTvis _

`socialuri programuli uzrunvelyofa~. sawarmoebSi

183

`socialuri programuli uzrunvelyofis~ warmatebuli

danergvisaTvis, rogorc aRiniSna, unda yuradReba unda

gamaxvildes ufro or sakvanZo faqtorze _ adamianebsa

da kulturaze, vidre sakuTriv sainformacio resursebze.

amgvar kiTxvebs xSirad usvamen menejerebsac: surT

Tu ara maT SemdgomSic codnis menejmentSi misdion tra-

diciul princips, romelic emyareba brZanebebsa da kon-

trols, Tu saWiroa ufro dabalansebuli midgomis moZie-

ba, rac iTvaliswinebs rogorc xelmZRvanelebis, ise cod-

nis muSakTa interesebs? vinaidan sinamdvileSi situacias

sawarmoSi metwilad akontroleben swored codnis muSa-

kebi, swored maTzea saboloo jamSi damokidebuli orga-

nizaciis gadaqceva funqciuridan codnis sawarmod.

kompaniis mogeba aq aSkaraa: hyavs ra pasuxismgebeli

specialistebi, romlebic TanamSromloben erTmaneTTan

da uziareben Tavis codnas, sawarmo xdeba ufro konku-

rentunariani da moqnili. gamarTlebulia agreTve isic,

rom erTi kompaniisaTvis mis ukeTes praqtikas moaqvs

xelSesaxebi Sedegi, meoresTvis ki _ sxvisi gamocdileba

SeiZleba aRmoCndes nakleb efeqtiani, biznesis warmar-

Tvis filosofiasa da saorganizacio kulturaSi gansxva-

vebebis gamo.

did popularobas iZens bolo xans individualuri

codnis marTvis koncefcia (Personal Knowledge Management). es midgoma kidev ufro fokusirebulia Sesabamis pirobeb-

sa da garemocvaze, rac aucilebelia specialistis nayo-

fieri muSaobisaTvis. kvlevebi aCvenebs, rom codnis muSa-

kebi Seadgenen ganviTarebuli qveynebis SromiTi resurse-

bis 25-50%-s1. maTi gamocdileba, praqtikuli da Teoriuli

codna kompaniebs ubiZgeben warmatebisaken. codnis menej-

mentis cnobili Teoretikosebi da praqtikosebi dResac

cdiloben imis gaanalizebas, Tu raSia am kategoriis mu-

SakTa Tavisebureba, riTi gansxvavdebian erTmaneTisagan,

1 www.spottedcowpress.ca/KnowledgeManagement/pdfs/06MartinJ.pdf

184

ra stimulebi da motivebia maTTvis mniSvnelovani, rome-

li faqtorebi axdens udides gavlenas maT produqtiulo-

baze.

miuxedavad codnis menejmentis sakmaod farTo gav-

rcelebisa, msoflioSi arc ise bevr kompanias Camouya-

libda STambeWdavi saorganizacio kultura. Tumca, ro-

gorc ityvian, konkurentul brZolaSi `vinc ver moaswro,

iman daagviana~.

Ioseb MasuraSvili Georgia. Ivane Javakhishvili Tbilisi State University. Doctor of Economics, Visiting Professor

Organizational Culture of Knowledge Management in EU Summary

Applying the concept of organizational culture to describe a work environment conducive to knowledge creation, exchange, dissemination and re-use, as practice shows, is only half of the story. Even such major companies and organizations as Philips, Xerox have been making continuous effort to motivate people to consciously, and not formally participate in building new interpersonal relationships.

How can develop and sustain a culture of intellectual exchange, what institutional arrangements are important, what is required to provide to the enterprise, what new responsibilities come to workers and managers; how to build a mutually beneficial relationship between the company and employees - These are questions to which answers are sought for by governments, business leaders and qualified professionals.

185

babulia mRebriSvili

ekonomikis akademiuri doqtori, asistent-profesori

marketinguli saqmianobis kulturuli safuZvlebi



sawarmoTa saqmianobis efeqtianoba uSualo kavSirSia

marketingul garemoSi moqmed kulturul faqtorebTan.

imdenad, ramdenadac kulturuli wes-Cveulebebi, tradici-

ebi sxvadasxva erSi gansxvavebulia erTmaneTisgan, da

zogjer Zalian mkveTradac, marketingic SeiZleba aseve

arsebiTad iyos gansxvavebuli. amitom, marketingis samsa-

xuris TanamSromlebisTvis didi mniSvneloba aqvs im

kulturul garemoSi garkvevas, romelSic maT uxdebaT

muSaoba. marketologebma pasuxi unda gascen yvela sava-

raudo kiTxvas, romelic kulturuli garemos faqtore-

bis gavleniT SeiZleba daisvas marketinguli RonisZiebe-

bis gatarebis dros.

marketingis mizania gacvlis procesis gaadvileba, rac

moiTxovs myidvelsa da gamyidvels Soris Tanasworufle-

bianobasa da urTierTgagebaze dafuZnebul komunikaciebs.

amis miRweva ar aris advili, roca gamyidveli da myidveli

erTnairi kulturis warmomadgenlebi arian, miT umetes

Znelia maSin, roca gacvlis procesSi monawile subieqtebi

sxvadasxva kulturuli faseulobebis matareblebia (1, 81).

gamyidvelisa da myidvelis interesebis harmonizaciis mi-

saRwevad saWiroa myidvelTa mosalodneli qcevis progno-

zireba, rac SesaZlebelia momxmarebelTa qcevaze kultu-

ruli garemos faqtorebis gavlenis SeswavliT.

kulturulma faqtorebma SeiZleba problemebi Seuq-

mnas sawarmos bazarze, magram isic SesaZlebelia, rom

kulturuli tradiciebi, kulturuli Taviseburebebi sa-

warmoTa menejerebma dasaxuli miznebis misaRwevad goniv-

rulad gamoiyenon.

186

kulturuli faqtorebis Seswavla kulturis Semadge-

neli elementebis WrilSi unda moxdes. kulturis Semad-

geneli elementebia (3, 284-285):

1. Semecnebisa da rwmenis elementebi. Semecnebis (kog-

nituri) elementebia: codna fizikur da socialur samya-

roze; mecniereba; teqnologia; praqtikuli gamocdileba;

soialur struqturasTan, organizaciebisa da sazogadoe-

bis funqcionirebis xerxebTan dakavSirebuli ideebi.

rwmena gadajaWulia kognitur elementebTan da maTTan

erTad ayalibebs codnis sistemas, romelic asabuTebs da

akontrolebs urTierTobebsa da qcevas.

2. faseulobebi da normebi. kulturul faseulobebSi

igulisxmeba sayovelTao Tvalsazrisi cxovrebis wesze,

formalur da araformalur qcevaze. norma, rogorc kul-

turis Semadgeneli elementi, warmoadgens, erTi mxriv,

idealuri qcevis wesebs, meore mxriv ki sazogadoebis wev-

rebis qcevis aRweras.

3. niSnebi, romlebic moicavs signalebs da simbolo-

ebs. signalebi miuTiTebs sagnis, movlenis an pirobebis

arsebobze. simboloebi, rogorc wesi, verbaluria da da-

kavSirebulia cnebebTan.

4. aranormatiuli qceva. mas miekuTvneba saqmianobis

xerxebi, romlebSic Sedis adamianis personaluri reaq-

cia, ganpirobebuli misi pirovnuli TaviseburebebiT. igi

ar isjeba sazogadoebis mier, vidre ar miiRebs ukidures

formas da ar daemuqreba Taobebis mier aRiarebul qcevis

wesebs, moralur principebs, tradiciebs.

sxvadasxva sazogadoebaSi Semecnebis ganmsazRvreli

faqtorebis gansxvavebulebis gamo gansxvavebulia momxma-

reblebis mier bazarze Seqmnili situaciebis aRqmis, e.i.

arsebuli informaciis SerCevisa da interpretaciis, una-

ri. sxvadasxva codnisa da praqtikuli gamocdilebis mqo-

ne momxmareblebi sxvadasxvagvarad reagireben gamRizia-

neblebze, Sesabamisad gansxvavebulia maTi qcevac bazar-

ze. rogorc ukve aRiniSna, Semecnebisa da aRqmis proces-

187

Tan uSualo kavSirSia rwmena, romelic gulisxmobs rai-

mes azrobriv daxasiaTebas, iqneba es produqti, movlena

Tu situacia bazarze. rwmenis safuZvelze yalibdeba mom-

xmarebelTa dadebiTi an uaryofiTi damokidebuleba pro-

duqtis mimarT, rac gansazRvravs mis momaval beds - pro-

duqti gaiyideba an ar gaiyideba.

kulturuli faseulobebi da normebi sxvadasxva qve-

yanaSi/regionSi an sazogadoebaSi SeiZleba mkveTrad iyos

gansxvavebuli. amitom aucilebelia biznesiT dakavebuli

adamianebi flobdnen informacias maTze. aseTi informa-

ciis gareSe gaZneldeba produqciis realizacia, radgan

gansxvavebuli kulturuli faseulobebis mqone adamianebi

xSirad gansxvavebul produqtebs yiduloben da moixma-

ren. cxadia, Tu sazogadoebis umeteso nawili jansaRi

cxovrebis wesiT cxovrobs, drostarebisTvis gankuTvnil

produqtebs, sigarets, alkoholian sasmelebs ar moix-

mars. aseT pirobebSi drostarebisTvis gankuTvnili pro-

duqtebis warmoebisa da realizaciis biznesiT dakaveba

uperspeqtivoa. dReisTvis saqarTvelos mosaxleobis did

umravlesobas arc drostarebis saSualeba aqvs da arc

jansaRi wesiT cxovreba SeuZlia. is iZulebulia mxolod

pirveladi moTxovnis produqtebi SeiZinos. aseT dros

ufro momgebiania swored pirveladi moTxovnis produq-

tebis warmoeba da realizacia.

kulturuli wes-CveulebebiT gansazRvrul samomxma-

reblo Cvevebze uamravi magaliTis moyvana SeiZleba. ase,

magaliTad, frangi mamakaci meuRlesTan SedarebiT saSua-

lod orjer met parfiumeria-kosmetikis nawarms moixmars;

italielebTan SedarebiT germanelebi da frangebi ufro

met samarko makarons miirTmeven; evropisgan gansxvavebiT

saqarTveloSi didi raodenobiT moixmareba puri da pur-

produqtebi; qarTvelebi mcirewlovani gogonebis tansac-

melSi upiratesobas vardisfers aniWeben, belgiaSi ki am

mizniT cisferi gamoiyeneba; rac Seexeba belgieli mci-

rewlovani vaJebis tansacmels, mis gasawyobad upirateso-

188

bas vardisfer arSias aniWeben; amerikelebisgan gansxvave-

biT Cinelebi gamagrilebel sasmelebs mcire odenobiT

moixmaren (1, 497).

qveynebis mixedviT saqmiani urTierTobis normebi da

tradiciebic arsebiTad aris gansxvavebuli. maTi codnis

gareSe kompaniaTa menejerebs gauWirdebaT urTierTobis

damyareba adgilobriv saqmian wreebTan da saerTod SeiZle-

ba verc ki SeZlon molaparakeba TanamSromlobaze. ase, ma-

galiTad, safrangeTSi saerTaSoriso dokumentebis momzade-

bisas upiratesoba frangul enas eniWeba; iaponeli menejere-

bi molaparakebis dros daaxloebiT 6 wamian pauzas akeTe-

ben; italielebi, germanelebi da frangebi manipulaciad

sTvlian situaciis gasaneitraleblad molaparakebis dasaw-

yisSi raime sasiamovnoze saubars; did britaneTSi da aSS-

Si saqmiani vaxSami ubraloebiT gamoirCeva, germaniaSi ki,

piriqiT, mas Zalian did mniSvnelobas aniWeben. germanelis

mier saqmian vaxSamze miwveva pativiscemis da ndobis gamoxa-

tulebaa; Sveicarielebi da germanelebi did mniSvnelobas

aniWeben punqtualobas. isini Sexvedrebze ar igvianeben da

sxvebisganac amas moiTxoven, samxreT evropis da laTinuri

amerikis zogierT qveyanaSi ki drois mimarT `Tavisufali~

midgomaa; aSS-Si savizito baraTebis gadacema da CamorTmeva

swrafad da yovelgvari zedmeti formalobis gareSe xdeba,

iaponelebisTvis, piriqiT, es mniSvnelovani movlenaa. iapo-

nels savizito baraTi orive xeliT ukavia maRla, vidre me-

ore mxare guldasmiT ar waikiTxavs masze ganTavsebul in-

formacias (1, 497-498).

signalebi da simboloebic SeiZleba mkveTrad iyos

gansxvavebuli qveynebis mixedviT. es, upirvelesad, verba-

lur simboloebs exeba, magram `munji enac~ zogjer Za-

lian gansxvavebulia.

kulturul niadagze warmoSobili problemebis, kul-

turuli faqtorebis gavleniT warmoqmnili winaaRmdego-

bebis gadalaxva biznesiT dakavebul adamianebs SeuZliaT

produqtis sasicocxlo ciklis yvela etapze. ama Tu im

189

bazrisTvis produqti unda Seiqmnas marketingul garemo-

Si moqmedi yvela saxis faqtoris, maT Soris kulturu-

lis, gaTvaliswinebiT. cxadia, Tu axali produqti ewina-

aRmdegeba sazogadoebis kulturul faseulobebs, Taobe-

bis mier aRiarebul wes-Cveulebebsa da tradiciebs, misi

realizacia gaZneldeba da SesaZlebelia saerTod arc ki

gaiyidos. magram, isic unda gaiTvaliswinon biznesiT da-

kavebulma adamianebma, rom Taobebis cvlasTan erTad

tradiciebic icvleba da is, rac ar iyideboda `guSin~,

SeiZleba `dRes~ gaiyidos da Tanac didi warmatebiT. da-

axloebiT 20-30 wlis win qarTveli qalebis umetesoba iS-

viaTad yidulobda Sarvals, DdRes TavianTi bunebiT kon-

servatori qarTveli asakovani mandilosnebis umravleso-

bisTvis Sarvali garderobis aucilebeli atributia.

produqtis bazarze gamotanas win unda uswrebdes miz-

nobrivi bazris kulturul faseulobebze dayrdnobiT Se-

muSavebuli sareklamo gancxadebebi. reklama aucileblad

unda Seesabamebodes miznobrivi momxmareblis fsiqologiur

moTxovnilebebs. reklamam unda SeZlos produqtis mimarT

interesis gaCena, ufro sworad, farulad arsebuli intere-

sis gamovlena. Tumca, zogjer biznesiT dakavebulma adamia-

nebma TviTon unda Seuwyon xeli axali interesis Camoyali-

bebas. amasTan, axali interesi ar unda iyos xelovnurad

mofiqrebuli da Seqmnili. axali interesi sazogadoebis

kulturul moTxovnilebebs unda Seesabamebodes, winaaR-

mdeg SemTxvevaSi mas sazogadoebis wevrTa absoluturi ume-

tesoba uaryofs, ris gamoc SesaZlebelia is verasodes ver

gaxdes kulturuli idea, kulturuli faseuloba.

sxvadasxva kulturis mqone erebis warmomadgenlebi

gansxvavebulad reagireben saerTod reklamaze da mis

sxvadasxva saxeze. araerTgvarovania maTi damokidebuleba

marketinguli komunikaciebis sxva saxeebis mimarTac. amas-

Tan, sxvadasxva qveyanaSi marketinguli komunikaciebis

calkeuli saxis gamoyenebis wesi gansazRvrul da Tanac

gansxvavebul CarCoebSia moqceuli, rac zogjer kanon-

190

mdeblobiT aris dadgenili, zogjer ki sazogadoebis mo-

ralur principebs emyareba.

amrigad, marketingis Teoria da praqtika uSualo kav-

SirSia kulturasTan. rogorc qveynis Siga, aseve sagareo

bazrebze sawarmoebma saqmianoba unda ganaxorcielon kul-

turuli wes-Cveulebebis ganviTarebis gaTvaliswinebiT,

radgan ucvleli araferi ar aris, maT Soris kulturis

elementebic. kulturaSi momxdari cvlilebebis Sesabamisad

icvleba momxmareblis qceva bazarze, rac biznesiT dakave-

buli adamianebis gansxvavebul muSaobas moiTxovs.


1.Todua n., mRebriSvili b., marketingis safuZvlebi. Tb.,

2009;

2. Маркетинг. Энциклопедия. Пер. с англ. Питер, 2001; 3. Фоксол Г., Голдсмит Р., Браун С. Психология потребителия в маркетинге. Пер. с англ. Питер, 2002.

Babulia Mgebrishvili Georgia. Ivane Javakhishvili Tbilisi State University. Doctor of Economics, Assistant-professor

Cultural Foundations of Marketing Activities

Summary The author discusses the cultural factors, which influence the

consumer behaviour in the prizm of their combining elements: the elements of cognition and belief, values and norms, signals and symbols, non-normative behaviour. On the basis of theoretical metarials and practical evidence the author concludes, that marketing theory and practice has the direct connections to the culture. In addition to it, the culture is continuously developing and cultural values, traditions and customs are changing. Therefore, businesses should take into account cultural elements on both internal and external markets. This makes the study of cultural factors essential.

191

iza naTelauri ekonomikis akademiuri doqtori, asocirebuli profesori

globalizaciis sociokulturuli garemos aspeqtebi

saqarTveloSi

(siRaribe, dasaqmeba; maTi Sefasebis kriteriumebi da

qveynis saerTaSoriso konkurentnarianoba)


Tbilisis saxelmwifo universiteti,

paata guguSvilis ekonomikis instituti

globalizaciis sociokulturuli garemos socialu-

ri aspeqtebidan _ uTanasworoba, polarizacia, siRaribe,

siRatake, dasaqmeba, umuSevroba da a.S., postkomunisturi

saqarTvelosTvis ganvixilavT mxolod siRaribes da da-

saqmebas. SevecdebiT SevafasoT siRaribis parametrebi da

dasaqmebis mikroekonomikuri aspeqtebi _ Sromis bazris

formirebis procesi, samuSao Zalaze moTxovna-miwodebis

dabalansebis xarisxi, Sromis fasi da Sromaze faswar-

moqmnis meqanizmi, upiratesad qveynis saerTaSoriso kon-

kurentunarianobis moTxovnebidan gamomdinare.

postkomunistur saqarTveloSi dasaqmebis aqtualur

problemebad moiazreba Sromis bazris formirebis proce-

si, samuSao Zalaze moTxovnisa da miwodebis dabalanse-

bis xarisxi, Sromis fasi da Sromaze faswarmoqmnis meqa-

nizmi.

Tanamedrove saqarTvelos Sromis bazarTan mimarTeba-

Si calsaxad SeiZleba iTqvas, rom mas jer kidev ar gaaC-

nia Sesabamisi infrastruqtura; Sromis bazris formireba

mimdinareobs daZabuli socialuri fonos pirobebSi,

globaluri ekonomikuri krizisis paralelurad, am uka-

nasknelis aqtiuri zemoqmedebis qveS.

Cvens qveyanaSi Sromis bazrisaTvis damaxasiaTebeli

Taviseburebaa samuSao Zalaze moTxovnisa da miwodebis

disbalansi. Eekonomikuri krizisis sawyis etapze 1992-1994

192

wlebSi, roca Zveli sawarmoebi masiurad gaCerda d aver

moxerxda modernizacia im sawarmoebSi, sadac es SesaZle-

beli iyo, dasaqmebulTa didi nawili umuSevari darCa, Se-

iqmna Warbi miwodebis situacia, daiZaba fsiqologiuri

foni, daiwyo saStato erTeulebis dayofa naxevarState-

bad, samuSao adgilebis raodenoba gaizarda xelovnurad,

legalur umuSevrobasTan erTd gaCnda faruli umuSevro-

ba. umuSevarTa Soris aRmoCndnen inJinrebi, fizikose-

bi,eqimebi da sxva profilis maRalkvalificiuri specia-

listebi. wlebis manZilze Camoyalibebuli mentalitetis

gamo maTTvis wamoudgeneli iyo im azrTan Segueba, rom

SeiZleboda emuSavaT gamyidvelebad, mimtanebad, ZiZebad,

mZRolebad da a.S., iseT Tanamdebobebze, romelTa dakave-

basac ar sWirdeboda umaRlesi ganaTleba.

Warbi miwodeba yvelaze mniSvnelovani faqtori aR-

moCnda, umZimesi socialuri fonis gamomwvev mizezTa So-

ris. Mmis gadasalaxavad da ekonomikuri krizisis dasaZ-

levad daiwyo aqtiuri samTavrobo qmedebebi. qveyanaSi da-

iwyo ekonomikis stabilizaciis xelSemwyob RonisZiebaTa

gatareba, saerTaSoriso savaluto fondisa da msoflio

bankis daxmarebiT [8]. 1994 wels muSaobas Seudga pirveli

mowvevis parlamenti, romelmac miiRo umniSvnelovanes ka-

nonTa paketi; ganxorcielda fulad-sakredito sistemis

reforma; gaaqtiurda sagareo ekonomikuri kavSirebi; gaC-

nda moTxovna teritoriul mobilurobaze. Ees ukanaskne-

li, ekonomikis reformirebis kvaldakval kidev ufro ga-

izarda.

2003-2007 wlebSi Seiqmna axali samuSao adgilebi, ma-

siurad gaCnda vakansiebi (vakansiebi dafiqsirda yvela ga-

mocxadebul konkursSi). vakansiebi sxva Tanabar pirobeb-

Si niSnavs moTxovnis metobas miwodebaze da miuTiTebs

moTxovna-miwodebis disbalansze.

samuSao Zalaze moTxovnis gazrdis mniSvnelovan mi-

marTulebad aRiarebulia mewarmeobis ganviTareba, m.S.

mcire sawarmoTa Seqmna da maTi funqcionirebis waxalise-

193

ba, anazRaurebadi sazogadoebrivi samuSaoebis organize-

ba da SezRuduli SesaZleblobebis adamianTa dasaqmeba.

miwodebis formirebisas upirvelesia samuSao Zalis

moTxovnis Sesabamisi profesiul-kvalificiuri done. sa-

qarTveloSi es problema Zalian mtkivneulad dadga eko-

nomikuri krizisis dawyebisTanave, roca moqmedi sawarmoe-

bis umetesoba gaCerda da bevri profesia gaxda zedmeti

da arasaWiro. seriozuli profesiuli gadamzadeba das-

WirdaT pedagogebs ganaTlebis sistemis reformis CarCo-

ebSi, policielebs da sxva specialistebs. gaCnda axali

profesiebic. momavalSi saTanado yuradReba unda daeT-

mos sabazro infrastruqturis Sesabamisi kadrebis momza-

debas.

sayovelTaod aRiarebulia, rom miwodebis formireba-

Si did rols TamaSobs TviTdasaqmeba. TviTdasaqmebas sa-

qarTveloSi sul TxuTmetiode wlis istoria aqvs. TviT-

dasaqmebulTa, anu ojaxur sawarmoebSi usasyidlod momu-

SaveTa ricxvi Cvens qveyanaSi wlidan wlamde izrdeba da

bevrad Warbobs daqiravebiT momuSaveTa raodenobas.

TviTdasaqmebis xelSemwyob RonisZiebaTa Soris aRsaniS-

nsvia SeRavaTiani kreditebi da sagadasaxado SeRavaTebi.

Tanamedrove saqarTvelosTvis samuSao Zalis miwo-

debis formirebaSi umniSvnelovanesi mimarTulebaa migra-

ciuli procesebis regulireba, qveynis SigniT da saerTa-

Soriso masStabiT. Eekonomikuri krizisis sawyis da Sem-

dgom periodSic saqarTvelos uamravi moqalaqe gaemgzav-

ra ucxoeTSi samuSaos saZieblad. maT Soris bevri iyo

aralegalurad momuSave. Ggare migraciis saldos raode-

nobrivad didi maCvenebeli, samuSai Zalaze moTxovna- mi-

wodebis disbalansis kidev erTi dasturia.

rac Seexeba Sromis fass da Sromaze faswarmoqmnis

meqanizms saqarTveloSi, isini Zalian Sors arian srul-

fasovnebisagan; xelfasi ver asrulebs mis vercerT fun-

qcias (kvlavwarmoebiTs, socialurs da mastimulire-

bels). Mmoqmedi xelfasebi diskriminaciul garemos qmnian

194

Sromis bazarze. maTi minimaluri sidide saarsebo mini-

mumze gacilebiT naklebia, ris gamoc Sromis bazris fun-

qcionirebis zogadi kanonzomierebebi darRveulia. Ggarda

amisa, xelfasi Cveni moqalaqeebis umetesobis da maTi

ojaxebis fiziologiur moTxovnebsac ver akmayofilebs,

kvlavwarmoebiT da mastimulirebel funqciebze lapara-

kic zedmetia. Mmsgavsi situacia ekonomikaSi arsebul kri-

zisze miuTiTebs. Eekonomikur krizisze metyvelebs is

faqtic, rom xelfasi qveyanaSi samuSao Zalaze moTxovna-

miwodebis damabalansebel funqcias ver asrulebs da Ta-

visi SinaarsiT Sromis bazarze arsebuli Zalebis garkve-

uli kompromisis Sedegs warmoadgens [1, 3, 6].

siRaribis parametrebi saqarTveloSi,- sacxovrebeli,

sakvebi, wyali, tansacmeli, ganaTleba, jandacva, dasvene-

ba, Semosavlebi, xarjebi,saarsebo minimumi Semdegnairad

gamoiyureba [4]:

a) sacxovrebeli. sazogadoebrivad aRiarebuli norme-

bis mixedviT Raribebad iTvlebian is ojaxebi, 1) romelTa

sacxovrebeli farTic erT sulze gaangariSebiT tolia

an naklebia socialur normaze; 2) romlebic cxovroben

komunalur an sauwyebo binebSi/saxlebSi, saerTo sacxov-

reblebSi an komunalur oTaxebSi; 3) romelTa sacxovre-

belic avariulia, misi kategoriis (oTaxi/bina/saxli. sta-

tusis (municipaluri/samsaxurebrivi/sakuTari) da xaris-

xis (keTilmowyobili/ mouwyobeli) miuxedavad.

postkomunistur saqarTveloSi, sastarto pirobebiT,

ar arsebobdnen mawanwalebi, `Weri Tavze~ hqonda yvela

ojaxs. socialuri normebidan dadgenili iyo mxolod er-

Ti norma – 10-12 kv. m. sacxovrebeli farTi erT sulze

gaangariSebiT.

Ddamoukideblobis mopovebis Semdeg mdgomareoba se-

riozulad gauaresda. saomari moqmedebebisa (samaCabloSi,

TbilisSi da afxazeTSi) da stiqiuri movlenebis Sede-

gad saqarTvelos mosaxleobis mniSvnelovanma nawilma

Tavi moiyara TbilisSi. Ddaiwyo maTi ganTavseba sastum-

195

roebSi, saerTo sacxovreblebSi da sxva droebiT Tavisu-

fal SenobebSi.

amasTan, SeCerda mSeneblobebi, m.S. sabinaoc. Yyoveli-

ves daemata uSuqoba, ugazoba, utransportoba, umuSevro-

ba, ufuloba da sxva sayofacxovrebo problema,- ukidure-

sad gamwvavebuli socialuri da fsiqologiuri foni.

Seqmnili viTarebidan gamomdinare, saqarTvelos mo-

saxleobisTvis, romelTa ZriTadi nawilic Raribi aRmoC-

nda, materialuri da fsiqologiuri TvalsazrisiT didi

mniSvneloba hqonda sacxovreblebis masiur privatizebas.

TandaTan mogvarda danarCeni problemebic. 2006-2997

wlebis statistikuri monacemebis mixedviT saqarTveloSi

sacxovrebelis 98%-s aqvs mudmivi eleqtroenergia, 46%-s

gazmomarageba, 58%-s wyalmomarageba, 46%-s kanalizacia

da 29%-s abazana [2].

Yyvelaze mniSvnelovan gadauWrel problemad kvlav

rCeba omebis Sedegad gamodevnili ojaxebis mudmiv sac-

xovrebel adgilebSi ukan dabruneba.

b) sakvebi, sufTa wyali, tansacmeli.

aRiarebulia, rom Raribi ojaxebis sasursaTo xarje-

bi Seadgens Semosavlebis (fuladi da arafuladi Semo-

savlebis) 40%-s. postkomunistur saqarTveloSi es maCvene-

beli 60%-is tolia[2]. am wyaros mixedviT Sinameurneobebi

ZiriTadad moixmaren miwaTmoqmedebis produqtebs: bostne-

uls, kartofils da baRCeuls, xils, yurZens kvebis pro-

duqtebis wliur moxmarebaSi erT sulze gaangariSebiT.

maTze modis 37%. Ggarda miwaTmoqmedebis produqtebisa

sasursaTo moxmarebaSi mniSvnelovani adgili ganekuTvne-

ba pursa da purproduqtebs, rZes, cxims, yvels da sxv. pu-

risa da purproduqtebis wili (erT sulze gaangariSebiT)

kvebis produqtebis wliur moxmarebaSi tolia 30%-is,

rZis 12%-is,zeTis, cximisa da yvelis 5%-is, xorcis 4%-is.

aradamakmayofilebelia yoveldRiurad miRebuli kkalo-

riebis raodenobis maCvenebelic.

196

rac Seexeba sufTa wylis xelmisawvdomobas, msofli-

os bevri qveynisagan gansxvavebiT, saqarTvelosTvis igi

problemas ar warmoadgens.

g) Semosavlebi, xarjebi da saarsebo minimumi.

gadauWarbeblad SeiZleba iTqvas, rom arasrulfaso-

vani kveba siRaribis yvelaze mniSvnelovani parametria.

darRveuli fiziologiuri norma nebismieri sazogadoe-

bisTvis sagangaSoa, gansakuTrebiT im SemTxvevaSi, roca

igi mosaxleobis TiTqmis naxevars exeba. Tvals Tu gada-

vavlebT saqarTveloSi saarsebo minimumis statistikas

vnaxavT, rom mas sagrZnoblad CamorCeba Semosavlebi, erT

sulze gaangariSebiT. angariSgasawevia is garemoebac, rom

fasebis sagrZnobi zrda aRiniSneba rogorc sasursaTo,

ise samomxmareblo saqonelze.

rac Seexeba xarjebs, mis struqturaSi didia sasursa-

To xarjebis xvedriTi wilis maCvenebeli.

d) jandacva.

jandacvis sferoSi mdgomareoba kvlavac sagangaSoa.

samedicino momsaxurebis gazrda, gazrdili moTxovnis pi-

robebSi TiTqmis araviTar problemas ar unda warmoad-

gendes. sinamdvileSi miuxedavad moTxovnisa da miwodebis

arsebobisa, situacia sakmaod rTulia. ver xerxdeba eko-

nomikuri wonasworobis miRweva. Mmizezi momxmareblebsa

da mimwodebleba Soris fasebSi SeTanxmebis miuRwevado-

baa, mimwodeblis survilisa da momxmareblis SesaZleb-

lobebis zRvarze.

e) ganaTleba, kultura, dasveneba.

saqarTveloSi mimdinare reformebs Soris erTerTi

warmatebuli ganaTlebis reformaa. Aam reformis far-

glebSi mniSvnelovania pedagogTa gadamzadeba, erTiani

erovnuli gamocdebis organizeba, umaRlesi saswavleble-

bis atestacia, swavlis vauCeruli dafinanseba da sko-

lebSi nawilobrivi TviTmmarTvelobis danergva. Mmiuxeda-

vad imisa, rom mosaxleobis saerTo ricxovnebaSi RaribTa

xvedriTi wilis maCvenebeli didia, statistika ganaTlebi-

197

sa da dasvenebisadmi qarTveli xalxis did daintereseba-

ze miuTiTebs.

zemoTnaTqvamze dayrdnobiT SeiZleba davaskvnaT, rom

postkomunistur saqarTveloSi siRaribisa da dasaqmebis

arsebuli mdgomareoba, maTi cvlilebis traeqtoria gan-

pirobebulia 1) gardamavali periodis sastarto pirobe-

biT, 2) sabazro ekonomikaze gadasvlis ideiT, 3) qveynis

saerTaSoriso konkurentuntunarianobis amaRlebisadmi

swrafviT.

- gardamavali periodis satarto pirobebSi moiazre-

ba, dasaqmebis kuTxiT: sruli dasaqmeba (umuSevrobis ar

arseboba), Sromis bazris ar arseboba, ukiduresad SezRu-

duli migraciuli procesebi, qveynis SigniTac ki, saxel-

mwifos aqtiuri roli; siRaribis kuTxiT, misi parametre-

bidan: sacxovrebeli hqonda yvelas im droisTvis qveyana-

Si arsebuli normebis mixedviT, garantirebuli iyo soci-

aluri uzrunvelyofa- pensiebi, ufaso ganaTleba, ufaso

samedicino momsaxureba,, dasvenebis SesaZlebloba da pi-

robebi, ar iyo gacxadebuli SimSili da siRatake, kvebis

racioni Seesabameboda normebs, yvela msurvelisTvis

xelmisawvdomi iyo dasveneba da garToba [3, 4, 5].

- rac Seexeba sabazro ekonomikaze gadasvlis ideas,

misken miswrafebas ukavSirdeba: dasaqmebaSi, _ sruli da-

saqmebis socialisturi modelidan efeqtiani dasaqmebis

sabazro modelze gadasvlis mcdeloba[3], Sromis bazris

formirebis dawyeba, migraciuli procesebis gaaqtiureba,

TviTdasaqmeba, umuSevroba da masTan dakavSirebuli so-

cialuri foni; siRaribisa da siRatakis gaCena qveyanaSi,-

eTnokonfliqtebiT gamowveuli devniloba da usaxlkaro-

ba, umuSevroba, dabali Semosavlebi, SimSili, dasvenebisa

da jandacvis SesaZleblobis ar arseboba;

_ qveynis saerTaSoriso konkurentunarianobis amaR-

leba postkomunistur saqarTveloSi, amJamad, socialur-

ekonomikuri ganviTarebis kriteriumis rolSi gamodis da

gansakuTrebuli aqtualurobiT gamoirCeva. Aam aspeqtSi

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aqcentirebulia, dasaqmebaSi, _ dasaqmebis donis maCveneb-

lis zrda, TviTdasaqmebis stimulireba, Semosavlebis

zrda, migraciuli procesebis kidev ufro gaaqtiureba,

sakanonmdeblo bazis daxvewa (Sromisa da sagadasaxado

kodeqsebi) da sxv.; siRaribis daZleveSi,- sakuTari sac-

xovrebeliT uzrunvelyofa maqsimalurad, socialurad

daucvelTa gamokveba da samedicino dazRveva, pensiebisa

da xelfasebis gazrda, umuSevarTa raodenobrivi Semci-

reba, saeTaSoriso standartebis dawyebiTi da saSualo

ganaTleba, dasvenebisa da garTobis pirobebis sagrZnibi

gaumjobeseba.

L


1. Toria m., Sromis bazris formireba gardamaval peri-

odSi, Jur. `socialuri ekonomika~, 2007, # 7;

2. mesxia i., cxovrebis done da siRaribe saqarTveloSi.

saqarTvelos ekonomikuri tendenciebi (kvartaluri mimo-

xilva), 2008;

3. naTelauri i., dasaqmebis aqtualuri problemebi saqar-

TveloSi: postkomunisturi periodi. Tbilisi, ssip paata

guguSvilis ekonomikis institutis gamomcemloba, 2009;

4. naTelauri i., saqarTvelos saerTaSoriso konkurentu-

narianoba da misi gavlena dasaqmebis donisa da siRari-

bis donis maCveneblebze (2009-2010 ww.), samecn. Sr. krebu-

li: ekonomikisa da biznesis ganviTarebis tendenciebi sa-

qarTveloSi, Tb., 2010;

5. papava v., siRaribis Semcireba kerZo seqtoris ganviTa-

rebis gziT: qarTuli sinamdvile da perspeqtivebi. saqar-

Tvelos ekonomikur mecnierebaTa akademiis Sromebi, me-7

tomi, Tbilisi, sagamomcemlo firma `siaxle~, 2009;

6. saqarTvelos Sromis kodeqsi, Tb., 2008;

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7. The Clobal Copetitivess Report 2009-2010 @ World Ekonomik Forum www Reforum. Org File//C/Dokuments end setings/Adminis-trator/Destop/default asps htm; 8. Папава В., Международнный валютный фонд: достижения и ощибки, Тбилиси, 2000.

Iza Natelauri Georgia. Iv. Javakhishvili Tbilisi State University. Doctor of Economics, Associate professor Head of the department of Innovations and International Competitiveness of Paata Gugushvili Economic Institute

The Socio-cultural Aspects of Globalization Environment in Georgia

(Proverty, employment, assessment criteria and the country’s international Competitiveness)

Summary The article analyzes such aspects of socio-cultural environment, as

poverty and employment under globalization conditions, for the case of Georgia. It is proven, that the situation in poverty and employment and their trajectory of change in transitional Georgia are determined by: 1. the starting conditions of the transitional period; 2. the idea of transition to the market economy; 3. country’s aspiration to increase its international competitiveness.

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IA NATSVLISHVILI PhD, Associate Professor

SOME ASPECTS OF CROSS-CULTURAL STUDY OF ENTREPRENEURSHIP POTENTIAL: ENTREPRENEURIAL

ATTITUDES AND INTENTIONS

Tbilisi, Georgia. Ivane Javakhishvili Tbilisi State University Visiting Scholar at George Washington University, Washington DC, USA

Many studies have been shown that there are differences in entrepre-neurial behavior between national cultures, with some cultures having a higher propensity to start new ventures (Light, 1984). National cultures that value and reward entrepreneurial behavior are considered more likely to have a higher incidence of innovation and new venture creation. On the other hand, cultures that emphasizes group conformity are generally less likely to exhibit high rates of entrepreneurship (Hofstede, 1980). Baumol (1990) argued that entrepreneurship rates also depend on the economic re-wards available to entrepreneurs in different national economies.

The present paper overviews the results of research done by Fitzsimmons, J.R. and Douglas, .J. in 2005. They use data from a four-country study (Australia, China, India and Thailand) of potential entrepre-neurs and investigate the degree to which entrepreneurial attitudes and abili-ties relate to the individuals’ intentions towards entrepreneurial behavior (of various types) and whether these attitudes and intentions vary between countries (Fitzsimmons, J.R., Douglas, .J.2005). The present work also uses the results of research on population’s attitude towards entrepreneurship conducted in Tbilisi (Georgia) and analysis of empiric data derived from the survey (Natsvlishvili, I. 2010). The research question of the study was attitudes of Georgians toward entrepreneurship, its specific features, various aspects of entrepreneurial attitudes, future expectations of respondents, identification of attractive sectors for self-employment and entrepreneurial activity. The object of the express-survey was individuals and families (households) residing in various districts of Tbilisi. Of course, this object is not representative for whole Georgia, but one should consider that Tbilisi is the largest city in Georgia, where one third of the country’s population re-sides. Due to this reason moods and attitudes of Tbilisi residents should

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reflect main tendencies of Georgian population with adequate accuracy. Research hypothesis was the following: due to successful reforms of last years negative attitudes toward entrepreneurship should have been less an-ticipated considering the high unemployment level in Georgia and difficul-ties arising from current economic transformation processes. Strong desire of self-employment and huge expectations of engagement in entrepreneur-ship in the future should have been anticipated (Natsvlishvili I, 2010).

Many studies has also investigated the utility derived from choosing self employment over traditional career opportunities - it is argued that individuals will choose self-employment as a career option if the utility derived from this choice exceeds the utility derived from employment (Eisenhauer, 1995; Douglas & Shepherd, 2000). Underlying this motivation is the strength of the individual’s abilities (human capital) and his/her attitudes to elements provided by entrepreneurship, which include autonomy, risk, work effort, income, and net perquisites. In general, individuals desiring more income, more independence, and more net perquisites are more likely to want to engage in entrepreneurial behavior. Likewise, an individual with a higher tolerance for risk and less aversion to work effort should be expected to be more likely to want to engage in entrepreneurial behavior (Douglas & Shepherd, 2000).

Some researchers are concerned with the human capital required to pursue an entrepreneurial venture. Researchers define entrepreneurial human capital in terms of an individual’s entrepreneurial abilities and entrepreneurial attitudes (Douglas and Shepherd, 2005). Entrepreneurial human capital is composed of general human capital (for example, age or business experience), social capital, and entrepreneurship-specific human capital such as the abilities to perceive opportunities, raise capital, expand a business and so on, and the attitudes to independent decision-making, risk, and hard work. The presence and accessibility of an apparently lucrative opportunity is also a necessary condition for the creation of a new organization, and an important consideration in the entrepreneurial process (Shane & Venkataraman, 2000; Venkataraman, 1997). The perception of a new venture opportunity is likely to depend at least in part on the individual’s human capital. Researchers are concerned with the human capital issues underlying the motivation to engage in entrepreneurial behavior (Fitzsimmons, J.R., Douglas, .J.2005).

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In investigating motivation focus must be made on the ‘readiness’ of individuals to behave entrepreneurially if and when the other two necessary elements fall into place. This readiness can be approximated by the espoused intentions of individuals to become self-employed (or to engage in another form of entrepreneurial behavior). Research has demonstrated the relationship between intentions and behavior (e.g. Ajzen, 1991; Madden, Ellen, Ajzen, 1992; Krueger & Carsrud, 1993). Fitzsimmons and Douglas paper is primarily concerned with the individual’s intention to behave in an entrepreneurial manner, and it is argued that this intention will be greater if the individual has greater entrepreneurial human capital (Fitzsimmons, J.R., Douglas, .J.2005).

Much of the literature on cross-cultural differences in entrepreneurial behavior has focused on the work of Hofstede (1980) and the cultural dimensions of individual-collectivism, uncertainty-avoidance, power distance and masculinity-femininity. In general, researchers have proposed that entrepreneurial behavior is facilitated by cultures that are high in individualism, low in uncertainty avoidance, low in power distance and high in masculinity (Hayton, George and Zahra, 2002).

In contrast, Baum et al. (1993) hypothesized a reversed role of individualism arguing that in less individualistic cultures, individuals with entrepreneurial intentions might be more inclined to seek self-employment given that their needs are not satisfied within existing organizations. Acs, Audretsch and Evans (1994) and Hofstede, Noorderhaven, Wennekers, Uhlaner and Wildeman (2004) examined the relationship between culture and self-employment and found some evidence that higher uncertainty avoidance and lower levels of individualism are related to higher levels of self employment. Hofstede et al. (2004) suggests the “dissatisfaction hypothesis” where entrepreneurial individuals are pushed towards self-employment because of dissatisfaction in their corporate environment. They found evidence that levels of self-employment are positively related to the dimensions of power distance, uncertainty avoidance and masculinity but negatively related to individualism.

Overall, the empirical literature seems to indicate that entrepreneurial behavior across nations is dependent on more than cultural values and be-liefs, and that other structural factors must also be taken into account. In addition to national culture, the role of economic and institutional contexts

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have been identified as key drivers of entrepreneurship (Leff, 1979). Eco-nomic factors such as level of economic development, tax rates, unemploy-ment, competition and female labor participation have been proposed as being related to entrepreneurship (Blau, 1987; Evans and Leighton, 1989; Acs, Audretsch and Evans, 1994). Given the impact of national culture and economic environments on entrepreneurship, researcher also expect that cultural differences may impact on individuals’ entrepreneurial attitudes.

Fitzsimmons and Douglas suggested several hypotheses: (1) The intention to behave entrepreneurially is positively related to the individual’s attitudes toward ownership, income, independence, risk tolerance and work effort tolerance; (2) Attitudes to “decision-making independence” and “ownership” are conceptually separate elements underlying the individual’s intention to be self-employed; (3) Attitudes to income will be more strongly positive in those countries with lower per-capita income. Attitudes to independence will be more strongly positive in those countries with higher scores on Hofstede’s Individualism index. Attitudes to ownership will be more strongly positive in those countries with higher scores on Hofstede’s Individualism index. The degree of risk tolerance will be more strongly negative in those countries with lower scores on Hofstede’s Uncertainty Avoidance index.

Fitzsimmons and Douglas study found that entrepreneurial attitudes to ownership, income, independence, risk and work effort are likely to be significant in explaining an individual’s entrepreneurial intentions. In general, individuals in all four countries in the study desired more income, more ownership, more independence and less risk in making a career decision. Income was identified as the most important attribute in an individuals’ choice between self-employment or employment. Cross-cultural differences were found in the emphasis individuals made on each of these attitudes with some evidence that cultural and economic factors impact on career decision policies. They also found some evidence that individuals with higher levels of entrepreneurial human capital had higher entrepreneurial intentions. Entrepreneurial attitudes were found to be significant in explaining entrepreneurial intentions with cross-cultural differences apparent. Attitudes to ownership were found to be the most important predictor of entrepreneurial intentions across all four countries in the study.

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The overall results for the Australian sample indicate that after control-ling for entrepreneurial self

efficacy, age, gender and business experience the individuals in the sample significantly used ownership, income, independence and risk in their career decisions. The individuals’ desired more ownership, more income, more independence and less risk, while work effort was not significant. Entrepreneurial self-efficacy and gender were also found to explain variance in work effort attitudes for the sample. The results for the Chinese sample indicate that ownership, income, work effort, independence and risk are significant in explaining variance in career decisions. In this case, the Chinese sample desired more ownership, more income, more independence, less work effort and less risk. Entrepreneurial self-efficacy and the human capital variables were not found to be significant in explaining variance in any of the entrepreneurial attitudes.

The results for the Indian sample indicate that ownership, income, independence and risk are significant in explaining variance in career decisions. Work effort was not significant. Overall, the Indian sample desired more ownership, more income, more independence and less risk. The individuals total business experience was significant in explaining variance in risk tolerance. Entrepreneurial self-efficacy and the human capital variables were not significant in explaining variance in any of the entrepreneurial attitudes. The results for the Thailand sample indicate that ownership, income, work effort, independence and risk are significant in explaining variance in career decisions. Overall, the Thais desired more ownership, more income, more independence, less work effort and less risk. Entrepreneurial self-efficacy was not found to be significant in explaining variance in any of the entrepreneurial attitudes. The human capital variables of age and total business experience was however significant in explaining attitudes towards risk, with older individuals and individuals with more business experience being less risk averse.

Results from the study of Fitzsimmons and Douglas indicate that attitudes to income, independence, risk and ownership are significant in explaining an individual career decisions across all four countries in the study. Differences were noted with respect to the significance in attitudes to work effort with work effort being significant for an individuals’ career decisions in the Thailand and Chinese samples only.

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In terms of attitudes toward ownership the Indians placed less empha-sis on ownership than did the Australians. It was noted that the Australians in general placed the most emphasis on ownership and the Indians the least. Given that the ownership dimension relates to the utility of owning ones own business one would expect that all else being equal Australians should have higher intentions to be self employed, while Indians would have a preference for employment. The result also provides support for hypothesis (3) given the much higher individualism index for Australia.

In terms of attitudes toward Income the Chinese and Thai samples placed more emphasis on income than either the Australians or Indians. Overall, the Thais were found to place the most emphasis on income, followed by the Chinese and the Indians, while the Australians placed the least emphasis on income. The results offer support for hypothesis (3) in that Australians (with the highest per capita gross national income) did tend to place less emphasis on income as compared to the Chinese, Indians and Thais. In terms of attitudes toward Work Effort the Chinese and Thais were found to be more work averse than either Australians or Indians. In summary, the Australians were found to be the least work averse, followed by the Indians then the Chinese then the Thais.

In terms of attitudes toward Independence Indians were found to place more emphasis on independence than either Australians or Thais. The Chinese placed less emphasis on independence than the Indians, while the Chinese were found to place more emphasis on independence than the Thais. In summary, the Indians placed the most emphasis on independence, followed by Chinese, then Australians, then Thais. Thus hypothesis (3) is not supported which suggests that the entrepreneurial attitude of independence may not be associated with Hofstede’s individualism index. In terms of attitudes toward Risk Indians were found to be less risk averse than the Thais. No other significant differences were found between the countries in the study. While not significant, Australians were generally the most risk averse while the Indians were the least risk averse. The result also indicates that hypothesis (3) is not supported given the uncertainty avoidance scores for Australia, China, India and Thailand being 51, 40, 40, and 64 respectively. In terms of attitudes toward Entrepreneurial Attitudes and Entrepre-neurial Intentions the Thai and Chinese samples were found to have higher intentions on average to start a business within the next two years compared

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to the Australians or Indians. In the Australian sample, the intention to start a new business within two years was positively and significantly related to ownership, income and risk tolerance. More work averse individuals in the Australian sample had higher intentions to start a new business within two years, apparently perceiving self-employment as having less onerous work effort implications. Overall, the results for each country in the study indi-cated differences in the degree to which entrepreneurial attitudes explained variance in entrepreneurial intentions, with attitudes to ownership being the most significant indicator of entrepreneurial intentions. In general, the in-tention to behave entrepreneurially is positively associated with attitudes to ownership, income, independence and risk tolerance providing some sup-port for hypothesis (1).

In general Fitzsimmons and Douglas study found some evidence of human capital variables influencing the strength of the relationship between entrepreneurial attitudes and career decisions.

The results indicated that the ownership attitude was the most influential in explaining entrepreneurial intentions, with individuals desiring more ownership having greater entrepreneurial intentions. Conversely, independence was a significant factor in explaining entrepreneurial intentions for the Indian sample only. Income to some extent explained variance in entrepreneurial intentions (significant and positive for the Australian and Indian samples), while risk and work effort were only significant for the Australian sample, with less risk averse individuals and more work averse individuals having greater entrepreneurial intentions. Results indicate that the relative importance of entrepreneurial attitudes may vary across cultures with culture and economic factors explaining some of the variance. The results indicate that while income is significant in explaining career decisions, in general it is not a driving factor in influencing entrepreneurial intentions across all cultures.

In the context of Baum’s hypothesis the results of the research con-ducted by author in Georgia are impressing. Analysis of empiric data de-rived from survey supports Baum’s hypothesis and emphasize peculiari-ties of attitudes toward entrepreneurship in Georgia as a post-soviet coun-try. Analysis of empiric data proves that 91.5% of respondents express will-ingness to be self-employed. 91.5% of the respondents answer positively to the question “Would you like to be self-employed if you could?”. Nega-

207

tively responded only 6% of respondents. There is no data from 2.5% of respondents. In contrast, Europeans remain far less keen on becoming an entrepreneur (3). Only 45% of respondents in the European Union express desire to be self-employed. In the USA 65% of respondents would like to be an entrepreneur. In China 71% of population wants to become an entre-preneur. Over the last years on the background of successful reforms in Georgia negative moods towards entrepreneurship are weak. On the back-ground of high unemployment the desire of becoming self-employed is strong. Positive attitudes of the respondents in Tbilisi towards entrepreneur-ship indicates their self-confidence, feeling of social and political stability, expectations of success of market oriented economic reforms (Natsvlishvili I., 2010).

Significant part of Georgian respondents (48.4%) consider irregular incomes as a greatest fear associated with entrepreneurial activities. Bank-ruptcy is considered as a greatest fear by 39.6% of Georgian respondents. These indices in Georgia differ from that of Europe and other countries. Bankruptcy is considered as the primary fear of entrepreneurship in China - 56%. Bankruptcy is the greatest fear of entrepreneurship for Europeans too – 49%. In the USA and in Japan, just like in Georgia, irregular incomes are on the first place among greatest fears connected with entrepreneurship (5). This opinion is shared by 46% of respondents in USA and 37% of re-spondents in Japan. More than half of the Georgian respondents (51,4%) hope to start business activity within nearest 5 years. The answers to the question - “Do you see the feasibility of becoming an entrepreneur in next 5 years?” were the following: yes, I will be self-employed – 25.6%; yes, I will become an entrepreneur in small or medium size business – 20.8%; yes will start doing large business – 5%; no, not feasible – 46.1%; there is no data from 2.5% of respondents. It might seem paradoxical that despite big desire to be self-employed, the significant part of the respondents prefers to be employed in the public sector rather than in private sector. Respon-dents were asked to answer the question “ Where would you prefer to work if you were able to choose: 1. in public sector; 2. in private sector. 55.7% of respondents prefer to be employed in the public sector and 41.2% of the respondents prefer to be employed in private sector. The data is miss-ing from 3.1% of respondents. Such paradoxical situation might be ex-plained by fact that irregular incomes are considered as the biggest fears of

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entrepreneurship and correspondingly that of private business. From this point of view, one can assume that employment in public sector is consid-ered by the Georgian respondents as a guaranty of stable incomes (Natsvlishvili I., 2010)

Analysis of empiric data derived from above mentioned survey has shown that on the background of successful reforms in recent years in Georgia negative attitude towards entrepreneurship is weak. In terms of entrepreneurial attitudes and entrepreneurial intentions the Georgians were found to have higher intentions on average to start a business within the next five years. On the background of high unemployment desire to be self-employed is quite high. Expectations of starting a business in the future is strong also. The majority of respondents (48%) consider unstable incomes as the greatest fear associated with entrepreneurship. 51.4% of respondents expect that they will become an entrepreneur in nearest 5 years. Positive attitudes of respondents in Tbilisi towards entrepreneurship indicates their self-confidence, feeling of social and political stability, expectation of success of market oriented economic reforms.

Summarizing the discussions about entrepreneurial attitudes and intentions the following conclusions can be drown: entrepreneurial attitudes to ownership, income, independence, risk and work effort are likely to be significant in explaining an individual’s entrepreneurial intentions. Income is identified as the most important attribute in an individuals’ choice between self-employment or employment. Evidence is found that that individuals with higher levels of entrepreneurial human capital had higher entrepreneurial intentions. Attitudes to ownership is found to be the most important predictor of entrepreneurial intentions across different cultures.

R e f e r e n c e s:

1. Acs, Z.J., D.B. Audretsch and D.S. Evans. (1994) “The determinants of variations in self-employment rates across countries and over time.” (Mimeo);

2. Ajzen, I. (1991) “The theory of planned behavior.” Organizational Behavior and Human Decision Processes 50(2):1-63;

209

3. Baum, J.R., J.D. Olian, M. Erez, E.R. Schnell, K. G. Smith, H.P. Sims, J.S. Scully and K.A. Smith (1993) “Nationality and work role interactions: A cultural contrast of Israeli and U.S. entrepreneurs' versus managers' needs” Journal of BusinessVenturing 8: 499-512;

4. Baumol, W.J. (1990) “Entrepreneurship: Productive, unproductive, and destructive.” Journal of Political Economy 98(5): 893-921;

5. Becker, G.S. (1964) “Human Capital” University of Chicago Press, Chicago;

6. Blau, D. (1987) “A time series analysis of self-employment” Journal of Political Economy 95: 445- 467;

7. Douglas, E.J. and Shepherd, D.A. (2000) “Entrepreneurship as a Utility-Maximizing Response” Journal of Business Venturing 15(3): 231-251;

8. Douglas, E.J., Shepherd, D.A. (2002) “Self-Employment as a Career Choice: Attitudes, Entrepreneurial Intentions, and Utility Maximization” Entrepreneurship Theory and Practice, Spring:81-90;

9. Douglas, E.J. and Shepherd, D.A. (2005) “Entrepreneurial Human Capital and the Self-employment Decision”, paper presented at the Entrepreneurial Research Exchange, Swinburne University, Melbourne, Australia. February;

10. Eisenhauer, J.G. (1995) “The entrepreneurial decision: Economic theory and empirical evidence” Entrepreneurship Theory and Practice Summer: 67-79;

11. Evans, D.S., and L.S. Leighton (1989) “The determinants of changes in US self-employment, 968-1987” Small Business Economics 1: 111-119;

12. Evans, D.S., and L.S. Leighton (1990) “Small business formation by unemployed Workers” Small Business Economics 2: 319-330;

13. Fitzsimmons, J.R., Douglas, E.J. (2005), “Entrepreneurial Attitudes and Entrepreneurial Intentions: A Cross-Cultural Study of Potential Entrepreneurs In India, China, Thailand And Australia”, Babson-Kauffman Entrepreneurial Research Conference, Wellesley, MA. June 2005; 14. Hayton, J.C., George G. and Zahra S.A. (2002) “National Culture and Entrepreneurship: A Review of Behavioral Research” Entrepreneurship Theory and Practice Summer: 2002;

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15. Hofstede, G. (1980) “Culture's Consequences: International Differ-ences in Work-Related Values” Beverly Hills CA: Sage Publications;

16. Hofstede, G, Noorderhaven, N.G., Wennekers, A.R.M, Uhlaner, L, Wildeman, R.E. (2004) “Culture's role in entrepreneurship: self-employment out of dissatisfaction”, in Innovation, Entrepreneurship and Culture: The Interaction between Technology, Progress and Economic Growth, J. Ulijn and T.Brown (eds), (Edward Elgar, Cheltenham, UK and Brookfield, US, 2004), pp.162-203;

17. Krueger, N.J., Carsrud, A. (1993) “Entrepreneurial intentions: applying the theory of planned behaviour.” Entrepreneurship Reg. Dev. 5: 315–330;

18. Leff, N. (1979) “Entrepreneurship and Economic Development: The Problem Revisited”, Journal of Economic Literature 17: 26-64;

19. Light, I.H. (1984) “Immigrant and ethnic enterprise in North America”, Ethnic and Racial Studies 7:195-216;

20. Natsvlishvili, I., (2010) “Attitudes Towards Entrepreneurship in

Georgia (on the Example of Tbilisi)“. Sakartvelos Ekonomika. 12: 76-79;

21. Shane, S., Venkataraman, S., (2000) “The promise of entrepreneurship as a field of research” Academic Management. Review. 25 (1): 217–226;

22. Venkataraman, S. (1997) “The distinctive domain of entrepreneurship research: An editors perspective” In J. Katz & R. Brockhaus (Eds), Advances in entrepreneurship, firm emergence and growth Vol. 3: 119-138, Greenwich C.T.:JAI Press.

211

ia nacvliSvili

saqarTvelo. ivane javaxiSvilis saxelobis Tbilisis saxel-

mwifo universiteti.


mewarmeobis potencialis kros-kulturuli kvlevis

zogierTi aspeqti: samewarmeo ganzraxvebi da mewarmeobi-

sadmi ganwyoba

reziume

statia ganixilavs mewarmeobis potencialisa da mewar-

meobisadmi damokidebulebis kavSirs samewarmeo ganzrax-

vebTan j. r. fitcsimonsisa (Fitzsimmons J.R) da j. duglasis

(Douglas J.) mier Catarebuli gamokvlevis Sedegebze dayrdno-

biT. analizi, aseve, efuZneba mewarmeobisadmi damokidebule-

bis Sesaxeb avtoris mier saqarTveloSi Catarebul gamok-

vlevas.G adamianuri kapitalis ganmsazRvreli faqtorebi

gavlenas axdenen samewarmeo ganwyobebsa da karieris Sesa-

xeb miRebuli gadawyvetilebebze da maT urTierTkavSirze.

maRali adamianuri kapitalis mqone individebs ufro didi

samewarmeo ganzraxvebi aqvT. samewarmeo ganzraxvebze gavle-

nis mqone faqtorTa Soris sakuTrebis mimarT ganwyoba yve-

laze ufro mniSvnelovani aRmoCnda sxvadasxva qveynis kul-

turebis warmomadgenel respondentTa Soris. Semosavali

aris mniSvnelovani faqtori karieris Sesaxeb gadawyvetile-

bis miRebisas. Tumca, kvlevebis mixedviT, is ar aris yvela

qveynis kulturaSi samewarmeo ganzraxvebis mTavari ganmsaz-

Rvreli faqtori. riskisadmi da SromiTi saqmianobisadmi

damokidebuleba samewarmeo ganzraxvebis Camoyalibebisas

mniSvnelovania mxolod zogierTi qveynis kulturebSi. aseT

kulturebSi riskisadmi SedarebiT naklebad uaryofiTad

da SromiTi saqmianobisadmi SedarebiT metad uaryofiTad

ganwyobil individebs ufro didi samewarmeo ganzraxvebi

aRmoaCndaT. samewarmeo ganzraxvebisa da mewarmeobisadmi

damokidebulebis TvalsazrisiT TvalSisacemia qarTvel

respodentTa samewarmeo ganzraxvebi da mewarmed gaxdomis

maRali molodini uaxloesi xuTi wlis ganmavlobaSi.

212

nino papaCaSvili


rogor gamovikvlioT saerTaSoriso biznesis

sociokulturuli garemo



saerTaSoriso biznesze gavlenas axdens: politikuri,

ekonomikuri, samarTlebrivi, kulturuli da sxva faqto-

rebi. bolo ori aTwleulis ganmavlobaSi gamocemuli sa-

erTaSoriso biznesis da masTan dakavSirebuli Temati-

kis monografiebi Tu saxelmZRvaneloebi gansakuTrebul

yuradRebas amaxvileben kulturuli faqtorebis, socio-

kulturuli garemos gansakuTrebul mniSvnelobaze. aR-

niSnuli garemoeba, Cveni azriT, ukavSirdeba meoce sauku-

nis 90-ian wlebSi msoflioSi gaaqtiurebul erovnuli

TviTgamorkvevis masStabur procesebs da transnaciona-

luri firmebis saqmianobis uprecedento gafarToebas.

maTTan kavSirSia erovnuli identobebis kvlevebis gaaqti-

urebac. zogadad mxolod kulturuli faqtorebiT ver

SemovifarglebiT saerTaSoriso biznesis garemos kvlevi-

sas, magram mas udavod didi gavlena aqvs biznesze. moce-

muli naSromi eZRvneba saerTaSoriso biznesze

kulturuli faqtorebis (socialuri gamovlinebis Tval-

sawieriT) gavlenis Seswavlis Teoriul-meTodologiur

aspeqtebs.

saerTaSoriso biznesis sociokulturuli garemos

gamosakvlevad swori gzis SerCevamde mizanSewonilia Sev-

CerdeT sakiTxze, Tu ra moiazreba ,,kulturis~, ,,socio-

kulturis~ da Sesabamisad ,,sociokulturuli garemos~

arsSi. kulturis da masTan, sociokulturis determinan-

tebis dadgenis Semdeg (rac ar aris calsaxa), saWiroa

dadgindes maTi kavSiri biznesTan.

213

qarTuli enis ganmartebiTi leqsikonis mixedviT1

,,kultura~ laTinuri warmoSobis sityvaa da niSnavs:

1. sazogadoebis miRwevaTa erTobliobas ganaTlebis, mec-

nierebis, teqnikis, xelovnebis, agreTve yofa-cxovrebis

dargSi; 2. done, romelsac miaRwies raime codnis, (Cvevis,

moqmedebis) dauflebisas.

ucxouri wyaroebi kulturis sxvagvar gagebas gvTa-

vazoben.

cnobili amerikeli mkvlevari g. hofstede kulturaSi

moiazrebs koleqtivis azrovnebis garkveulwilad erTgva-

rovan daprogramebas, romelic erTi jgufis an kategori-

is adamianebs ganasxvavebs sxvebisgan.2

kulturis anTropologistebi kroeberi da klukxoni,

160 gansxvavebuli ganmartebis gacnobis Semdeg, ayalibe-

ben kulturis ganzogadebul ganmartebas: kultura Sed-

geba xiluli da uxilavi nimuSebisgan, romelsac qceva

iTvisebs da gardaqmnis simboloebad…... kulturis arsebi-

Ti nawili Sedgeba tradiciuli (e.i. istoriulad memkvid-

reobiT miRebuli da SerCeuli) ideebigan da gansakuTre-

biT maTi Tanamdevi faseulobebisgan; kulturis sistemebi,

erTi mxriv, SeiZleba ganvixiloT rogorc qmedebis pro-

duqti da meore mxriv, rogorc momavali qmedebis ganmapi-

robebeli elementebi. 3

amerikeli mecnierebi r. grifini da pastei miiCneven,

rom kultura aris faseulobebis, rwmenis, qcevis mode-

lebis, zne-Cveulebebis da ganwyobebis erToblioba, rome-

lic erT sazogadoebas ganasxvavebs meorisgan.4 igive av-

torebi kulturis mniSvnelovan elementebad miiCneven: fa-

seulobebsa da sazogadoebis socialur struqturas,

enas, komunikaciis saSualebebs, religias.

1 qarTuli enis ganmartebiTi leqsikoni, erTtomeuli, red. arn. Ciqobava,

Tb., 1990. 2 Hofstede G., Management Scinetists Are Human, J. Management Science, 1994, 40, p. 4. 3 Kroeber A. L., Kluckhohn C., Culture: A Critical Review of Concepts and Definitions, Cambridge, MA: Harvard University, 1952, p. 181. 4 R. Griffin, M. Pustay, International Business, Pearson, Prentice Hall, 07458, p. 164.

214

v. terpstra da k. davidi, romelTac gamoqveynebuli

aqvT wigni ,,saerTaSoriso biznesis kulturuli garemo~,

eyrdnobian kulturis socialur Sinaarss _ kultura

aris Seswavlili, gaziarebuli, dauZleveli, urTierTda-

kavSirebuli simboloebis nakrebi, romelTa mniSvnelobe-

bi ganapirobebs sazogadoebis wevrTa orientaciebs. es

orientaciebi, erTad aRebuli, uzrunvelyofs probleme-

bis gadawyvetas, romlebic TiToeulma sazogadoebam unda

gadawyvitos, Tu mas surs sicocxlisunarianobis SenarCu-

neba. ... kultura aris erTmaneTis msgavsad socialize-

bul pirovnebebs Soris gaziarebuli gagebebis nakrebi. es

gagebebi gansazRvravs Cvens socialur relobas...1

multikulturis mkvlevaris, profesor p. r. parizga-

risTvis misaRebia kulturis arsis axsna aseve socialu-

ri mimarTulebiT _ kultura aris adamianTa jgufis ide-

ebis, ganwyobebis, wes-Cveulebebis, tradiciebis integra-

cia, romelic gaerTianebulia pluralistul sistemaSi. 2

kultura-biznesis urTierTkavSiris mkvlevari m. gu-

irdhemi iziarebs n. adleris midgomebs _ kulturis soci-

aluri midgomebiT axsnis ideas da kvlevisas eyrdnoba

swored am mimarTulebas.3

kulturis mravalferovan interpretaciaTa arseboba

miuTiTebs, rom TviT es termini sxvadasxvagvarad aRiqme-

ba. amitom kvlevisas saWiroa dazustdes, ras moviazrebT

masSi. Tumca zemoTmoyvanili ganmartebebi cxadyofs, rom

kulturis socialuri SinaarsiT axsnas bevri mecnieri

emxroba. mcire zomis naSromis farglebSi motanili ma-

galiTebi ver iqneba srulyofili, magram maTze dayrdno-

biT SeiZleba davaskvnaT, rom sociokultura aris garkve-

uli socialuri jgufis farglebSi gaziarebuli faseu-

lobebis, rwmenis, qcevis modelebis, zne-Cveulebebis da

1 Terpstra V., David K., The cultural environment of international Business, South-Western Publishing Co., 1991, p. 6-7. 2 Parhizgar K.D., Multicultural Behavior and Global Business Environments, International Business Press, NY, 2002, p. 61. 3 Guirdham M. Culture+Business in Asia, Palgrave Macmillan, NY, 2010.

215

ganwyobebis erToblioba, romelic am jgufs ganasxvavebs

sxvebisgan. aseTi mravali jgufi SeiZleba gamoiyos. fir-

mis doneze aRniSnuli determinantebis gaziareba faqtob-

rivad qmnis korporaciul kulturas, erovnul doneze _

erovnul kulturas, msgavsi kulturis mqone qveynebis

doneze _ klasterul kulturas da a.S. zogierTi mecnie-

ri (guirdhemi, 2010, dasaxelebuli naSromi) erovnuli so-

cialuri kulturis aRsaniSnavad iyenebs ,,sazogadoebriv

kulturas~. qveynis doneze socialuri erTobisaTvis da-

maxasiaTebeli kulturis niSnebis dadgena araerTi mkvle-

varis da organizaciis (proeqtis) kvlevis mizania. maT

aRebuli aqvT rogorc msgavsi, aseve gansxvavebuli kul-

turis determinantebi gamosakvlevad. gansxvavebaTa miuxe-

davad vercerTi maTgani gverds ver uvlis faseulobebs.

bizness adamanebi axorcileleben, saqmiani urTierTo-

ba aqvT adamianebTan, qiraoben adamianebs, iqmneba produq-

cia adamianebisTvis da a. S. amitom biznesis sociokultu-

ruli garemos kvlevis amosavali elementi aris adamiane-

bis faseulobebi, Sexedulebebi, rwmena, ganwyobebi da a.S.,

rac qmnis kulturas da gaziarebulia garkveuli socia-

luri jgufis farglebSi, rac Tavis mxriv zegavlenas ax-

dens biznesze sxvadasxva mimarTulebiT: menejeruli ga-

dawyvetilebis miReba, lideroba, saqmiani urTierTobebis

warmoeba, marketinguli samuSaoebi da sxv. es determinan-

tebi qmnian kompaniis Siga kulturas, gavlenas axdenen da

TviTonac ganicdian gavlenas sxva institutebis socio-

kulturis mxridan. gamomdinare iqidan, rom saerTaSori-

so biznesi qveyanaTa sazRvrebs kveTs da Sesabamisad

kulturuli mravalferovneba izrdeba, biznesis warmoe-

bac rTuldeba da warmatebisaTvis aucilebelia kros-

kulturuli midgomebis gamoyeneba. mTavari ki aris swo-

rad gansazRvra imisa, Tu romel sociokulturul jgu-

febTan eqneba Sexeba bizness. zogierTi avtori miiCnevs,

rom miuxedavad dadgenili zogadi niSnebisa, rac, magali-

Tad, erebs axasiaTebs, konkretul situaciaSi adamianebi

216

SeiZleba sxvadasxvagvarad iqceodnen da aseTi midgomiT

erovnul an istutuciur doneze kulturis kvleva, biz-

nesze zegavlenis TvalsazrisT, azrs kargavs; am SemTxve-

vaSi yuradRebis fokusireba xdeba zogadad saerTo ada-

mianur maxasiaTebeblebze, ganwyobebze. Tu CavTvliT, rom

adamianTa jgufebs erovnul an klasterul doneze aqvT

saerTo maxasiaTebeli niSnebi, unda gaverkveT, ra gamoc-

dilebaa dagrovili am TvalsazrisT da ra gzebs gvTava-

zoben erovnuli anda klasteruli kulturis identifici-

rebisTvis. kritikulad SevafasoT isini im Tvalsawieri-

dan, asaxaven Tu ara es midgomebi realurad arsebul su-

raTs, axdens Tu ara SerCeuli determinantebis SerCeuli

gziT kvleva garemos srulyofil identificirebas; vi-

RebT Tu ara informacias imis Sesaxeb, rac gvindoda Seg-

veswavla. es sakiTxi saintereso da yurdRebamisaqcevia im

TvalsazrisiT, rom ar moveqceT stereotipebis gavlenis

qveS. TavisTavd rom kultura mniSvnelovania, misaRebia,

magram ra determinantebi aviRoT biznesze gavlenis Se-

saswavlad? socialuri kultura metad farToa da buneb-

rivia, misi yvela elementi ar axdens gavlenas biznesze.

unda aRiniSnos, rom erovnul doneze gamokveTili saer-

To niSnebis miuxedavad menejerebma ar uda daiviwyon in-

dividualuri gansxvavebebis arsebobis SesaZlebloba ama

Tu im kulturuli jgufis warmomadgenelTa Soris. zogi-

erTi qceviTi tendencia formirdeba kulturuli garemos

gavleniT, magram amasTan, individis qceva nebismier kul-

turaSi SeiZleba arsebiTad gansxvavdebodes.

,,didi xuTeulis~ saxeliT cnobili pirovnuli maxa-

siaTeblebis Seswavla sasargeblo iqneba biznesze zemo-

qedebis TvalsazrisiT. fsiqologebma moaxdines aTasobiT

pirovnuli maxasiaTeblis da Tvisebis identificireba,

romlebic ganasxvavebs erT adamians meorisgan. magram bo-

lo wlebSi mkvlevarebi gansakuTrebul yuradRebas uTmo-

ben xuT fundamentur pirovnul maxasiaTebels (Big Five), romlebsac gansakuTrebuli kavSiri aqvs kompaniis saqmia-

217

nobasTan: harmoniuloba urTierTobebSi, keTilsindisie-

reba, emociuri mdgradoba, eqstravertuloba da gaxsni-

loba. aSS-Si farTo kvlevebi tardeba pirovnebis tipebis

gamosakvlevad `didi xuTeulis~ modelis safuZvelze.

rogorc wesi, am gamokvlevebis procesSi erTi an aRniS-

nul xuT maxasiaTebelze meti niSniT adgenen momuSaveTa

efeqtiani muSaobis prognozs, romelTac ukaviaT esa Tu

is Tanamdeboba. bolo periodSi aseTi saxis gamokvlevebi

tardeba sxva qveynebSic. magaliTad, mkvlevarebma aRmoaCi-

nes, rom evrokavSiris qveynebSi, iseve rogorc aSS-Si, ke-

Tilsindisiereba da emociuri mdgradoba miekuTvneba faq-

torTa ricxvs, romlis mixedviT SeiZleba Sedges momuSa-

vis Sromis efeqtianobis prognozi sxvadasxva Tanamdebob-

rivi valdebulebebis Sesrulebisas sxvadasxva profesio-

naluri jgufis farglebSi. garda maxasiTeblebisa, rom-

lebic Sedis `didi xuTeulis~ SemadgenlobaSi, arsebobs

rigi sxva pirovnuli maxasiaTeblebi, romlebic gavlenas

axdenen sxvadasxva tipis organizaciebSi momuSaveTa qce-

vaze. yvelaze mniSvnelovanTa ricxvs miekuTvneba iseTi

maxasiaTeblebi, rogoricaa kontrolis lokusi, sakuTar

ZalebSi darwmunebuloba, avtoritaruloba da TviTSefa-

seba. am maxasiaTebelTagan umravlesoba ar aris Seswvli-

li TiTqmis aSS-is da evropis qveynebis gareT1.

ramdenadac Cveni interesis sagania saerTaSoriso

biznesis sociokulturuli garemos kvleva, anu rogor

SeviswavloT socialurad gaziarebuli kulturis ele-

mentebis zegavlena biznesze, sayuradReboa, magaliTad, g.

hofstedes, Svarcis, WVS-is, GLOBE-project-is, m. guirdhemis aprobirebuli midgomebi.

rogorc zemoT aRvniSneT, biznesisa da kulturis

kavSirurTierTobis kvlevaSi dasayrdenia adamianTa fase-

ulobebi. g. hofstedem miiCnevs, rom es faseulobebi sa-

zogadoebis yvela aspeqtis ganuyofeli nawilia da amde-

1 R. Griffin, M. Pustay, International Business, Pearson, Prentice Hall, 07458, p. 164.p.741-791.

218

nad zegavlenas axdens biznesze iseve, rogorc magali-

Tad, ojaxur cxovrebaze, bednierebaze, janmrTelobasa

da swavlaze.1 bevri mkvlevari mxars uWers sakiTxis am-

gvar ganxilvas. magaliTad, 2007 wels gamoqveynda infor-

macia 58 qveynis gamokvlevis safuZvelze, romlis mixed-

viT hofstedes kulturis yvela ganzomileba TiTqmis da-

kavSirebulia erebis internetis SeRwevadobasTan, an ro-

gorc ZiriTadi efeqtebi, an rogorc urTierToba qveynis

ganaTlebis donesTan.2 rac Seexeba uSualod hofstedes

gamokvlevas, igi eyrdnoba kulturis xuT faseulobas,

romlebic cnobilia mis mier Catarebuli IBM-is persona-

lis gamokvlevidan. igi ganasxvavebs erovnul kulturebs

am faseulobebis mixedviT: individualizmi-koleqtivizmi,

Zalauflebis distancia, ganusazRvrelobisadmi damokide-

buleba, kacuroba/qaluroba da grZelvadiani da mokleva-

diani orientacia. mokled isini SeiZleba warmovadginoT

Semdegnairad:

- xalxi indiviadualistur kulturebSi afasebs av-

tonomiurobas, arCevans da uflebas, ar iyos Tavsmoxveu-

li sxvebis mxridan; maSin, rodesac koleqtivistur kul-

turebSi fseulia urTierTdamokidebuleba, Tanaziari

valdebuleba da ufleba, miiRo daxmareba sxvebisgan. ko-

leqtivistur kulturebSi kavSirurTierTierToba aRema-

teba valdebulebas; individualistur kulturebSi _ pi-

riqiT.

- Zalauflebis distancia exeba midgomas, Tu adamia-

nebi rogor afaseben egalitarizms, an iReben im Zalauf-

lebas, romelic ganawilebulia araTanabrad; organizaci-

ebSi es vlindeba ierarqiul mowyobaSi _ cicaboa Tu

brtyeli, mtkice Tu moqnili; sainformacio nakadebi me-

tad vertikaluria Tu horizontaluri.

1 Hofstede G., Hofstede G. J., Cultures and Organizations:Software of the Mind, London, NY, Mc Grow-Hill, 2004 2 Gong W., Li Z., Stamp R. L., Global internet use and access: Cultural considerations” Asia Pacific Journal of Marketing and Logistics, 19 (1), p.57-74.

219

- maRali ganusazRvrelobisagan Tavis arideba exeba

sazogadoebriv normebs, romelSic xalxi Tavs aridebs

bundovan situaciebs da mimarTavs gaurkvevlobebis ga-

dawyvetas wesebisa da procedurebis dacviT, anu mihyveba

wesebsa da procedurebs; dabali ganusazRvrelobidan Ta-

vis aridebis sazogadoebebSi xalxi tolerantulia ufro

metad ganusazRvrelobisadmi da afasebs Tavisuflebas,

rom ar iyos zedmetad marTuli Tavisi qceviT. universa-

luroba (adamianebi, romlebic floben bevr specialobas)

damaxasiaTebelia dabali ganusazRvrelobisgan Tavis

aridebis kulturebisTvis.

- maskulinoba (kacuroba) aRwers maRal miRwevebze

orientacias feminuris (qalurobis) sapirispirod. orga-

nizaciuli qcevis disciplinebis enaze, es iTargmneba ro-

gorc amocanebis Sesasruleblad xelSewyobis orienta-

cia.

- grZelvadian periodze orientacia exeba mzaobas

daayovno Semosavlebi an sazRauri.

am faseulobebis gamosakvlevad hofstedem Seadgina

saerTaSoriso kiTxvari, romelic 32 punqts moicavs da

SeimuSava indeqsebi. maTi saSualebiTac xdeba qveyanaTa

rangireba 0-dan 100-is garglebSi. kvlevis saTanado done-

ze Catareba qmnis warmodgenas qveynis faseulobiT orien-

taciebze da SesaZlebelia biznesze zemoqmedebis progno-

zireba.

s. Svarcis kvleva (Schwartz Value Survey - SVS) aseve ey-rdnoba faseulobebis determinantebs. man daajgufa 57

faseuloba, gansazRvra individualuri faseulobebis 10

jgufi (tipi) da kulturis donis faseulobis 7 tipi.

sxvadasxva kulturaTa kvlevis safuZvelze, romelic 6

0000 adamians moicavda 64 qveyanaSi, man gansazRvra uni-

versaluri faseulobebis 10 jgufi, romelTac uwodebs

,,faseulobebis motivaciur tipebs da maT miznebs~. es

jgufebia: TviTorientacia, stimulireba, hedonizmi, miRwe-

va, Zalaufleba, usafrTxoeba, konformuloba, tradiciu-

220

loba, keTilganwyoba, universalizmi. kulturaTa jgufe-

bis determinacia ki ganaxorciela Semdeg 7 jgufad: har-

monia, Camagrebuloba (socialuri wesrigi), egalitaria-

nizmi, ierarqia, inteleqtualuri avtonomia, emociuri av-

tonomia, mbrZanebloba (damoukidebloba, ambiciuroba,

warmatebuloba da sakuTari miznebis SerCeva). saqarTve-

loSi Svarcis faseulobebis motivaciuri tipebis deter-

minantebis safuZvelze Catarebulia kvleva1, magram Cvens

xelT arsebuli informaciiT, Svarcis kulturis donis

ganmsazRvreli maxasiaTebelebiT saqarTveloSi kvleva ar

Catarebula, Tumca Cveni qveynis Sesaxeb monacemebi asaxu-

lia misi kvlevis Sedegebis amsaxvel rukaze.2 Svarcis

kriteriumebs garkveulwilad moicavs msoflio faseulo-

bebis kvleva (WVS), romelic saqarTveloSi 2009 wels Ca-

tarda.3 msoflio faseulobebis kiTxvari 258 punqtisgan

Sedgeba da nawilobriv moicavs Svarcisa da hofstedes

faseulobebis ganzomilebebs. am kiTxvariT (WVS) Catare-buli kvlevis Sedegebi bevri sasargeblo daskvnis gakeTe-

bis saSualebas iZleva biznespersonebisTvis. magaliTad,

rogoricaa damokidebuleba mecnierebisa da teqnikisadmi

(f. 91-92), konkurenciisadmi (f. 119), bejiTi muSaobisadmi

(120) da a.S. magaliTad, es bolo determinati gvxvdeba

hofstedesTanac.

faseulobebis kvlevisa da biznesze maTi zegavlenis

TvalsazrisiT sayuradReboa GLOBE (Global Leadership and Or-

ganizational Behavior Effectiveness)-is proeqti, romelic kvlevi-

Ti programaa. igi moicavs 170 mkvlevars 61 qveynidan.

programis mizania daadginos sazogadoebriv kulturas,

organizaciul kulturasa da praqtikas da organizaciul

liderobas Soris urTierTkavSiri. mkvlevarebs surT ga-

1 aruTinovi b., gamsaxurdia v., individis prioritetuli Rirebulebebi

da stereotipuli warmodgenebi qarTuli sazogadoebisaTvis wamyvan

RirebulebaTa Sesaxeb, J. saqarTvelos fsiqologiuri macne, 2007, #1, gv.

21-32. 2http://www.uib.no/psyfa/isp/diversity/content/reseach/multicultur/Workshop/Schwartz%20.pdf. 3 www.worldvaluessurvey.org.

221

naviTaron empiriul kvlevaze damyarebuli Teoria imis

gasagebad da Semdeg prognozisTvis, Tu rogor axdens

gavlenas kulturis cvladebi (determinantebi) lideroba-

sa da organizaciul procesebze da am procesebis efeqti-

anobaze. proeqtis farglebSi miRweul iqna 21 wamyvani ma-

xasiaTeblis da qcevis identificireba, romelsac univer-

salurad miiCneven liderobis efeqtianobisaTvis da li-

deris 35 maxasiaTebeli, romelic zogierT kulturaSi

damxmare, zogierTSi ki damabrkolebelia. isini iyeneben

rogorc Tvisebrivi, ise raodenobrivi kvlevis meTodebs

da kvlevisadmi originaluri midgomebi aqvT gamoyenebu-

li.

garkveuli originalurobiT gamoirCeva, aseve, brita-

neli mkvlevaris _ maurin guirdhemis mier Catarebuli

kvleva da gamoyenebuli kvlevis meTodebi. misi naSromi

asaxavs kulturisa da biznesis urTierTkavSiris empiriu-

li kvlevis Sedegebs aziis xuT qveyanaSi: CineTi (moicavs

honkongsac), indoeTi, iaponia, taivani da singapuri.1 igi

akeTebs daskvnas, rom zogierTi kulturis maxasiaTebliT

es qveynebi hgavs erTmaneTs, magram imdenad didia maT So-

ris sxvaoba, rom ar aris swori martivad visaubroT er-

Tian (homogenur) aziur kulturaze, Tumca Seswavlili

qveynebi determinantTa ganzomilebiT ufro axlos dganan

erTmaneTTan, vidre evropul qveynebTan da aSS-Tan. kvle-

vebze dayrdnobiT, romelic warimarTa instituciuri mi-

marTulebiT da eyrdnoboda kiTxvaris da nawilobriv

struqturizebuli intervius meTods, m. guirhemma SeimuSa-

va biznes-kulturasa da biznes-gadawyvetilebis urTier-

TkavSiris Teoria. xSirad akritikeben midgomas, arsebobs

Tu ara saerTod biznesis kultura (magaliTad, erovnul

doneze) an, ramdenad mdgradia kvlevis Sedegebi, isini

xom calkeul pirovnebebs eyrdnoba, romlebmac SeiZleba

yovel konkretul situaciaSi Seicvalon gadawyvetileba.

1 Guirdham M. Culture+Business in Asia, Palgrave Macmillan, NY, 2010.

222

mkvlevarma daadgina, rom biznesis kultura arsebobs da

m. S. erovnul doneze SeiZleba ganvixiloT igi. misi Ses-

wavla daaxloebiT iZleva warmodgenas biznes-gadawyveti-

lebis miRebis mimarTulebiT. biznesis kultura (nakrebi

faseulobebis, rwmenis, mniSvnelobebis, ganwyobebis da

praqtikis, romelic gaziarebulia bizneserTobis mier),

avtoris azriT, SeiZleba arsebobdes globalur donezec.

ganxiluli sakiTxebidan gamomdinare SeiZleba davas-

kvnaT, rom sociokulturuli faqtorebis biznesze zegav-

lenis dasadgenad sasargeblo iqneba kvlevis Catareba

kulturis im determinantebze fokusirebiT, romlebic

biznesis Sesabamis aspeqts ukavSirdeba: menejmenti, marke-

tingi, strategiis SemuSaveba Tu sxv. faseulobebis kvle-

vis aprobirebuli meTodebi sasargeblo informaciis mo-

Ziebis SesaZleblobas iZleva biznesze zegavlenis Tval-

sazrisiT. aseve, sasargeblod migvaCnia kvlevis Sedege-

bis kritikuli ganxilva biznes-gadawyvetilebis mimRebTa

mxridan yovel konkretul situaciaSi; am kuTxiT case-

stady-is meTodis gamoyeneba realuri sinamdvilis sworad

aRqmis kargi saSualeba iqneba. kvlevis TvalsazrisiT sa-

sargeblo iqneba konkretuli miznis Sesabamisad Sedgeni-

li kiTxvaris da siRrmiseuli intervius meTodis gamoye-

neba; perspeqtivaSi biznesisa da kulturis urTierTkavSi-

ris WrilSi sainteresod gveCveneba socialuri kapita-

lis Seswavla.

Nino Papachashvili Georgia. Ivane Javakhishvili Tbilisi State University. Doctor of Economics, Associate Professor

How the Socio-cultural Environment of International Business Can Be Studied

Summary

The article is devoted to the methods of studying the socio-cultural en-vironment of international business. In order to select right research meth-

223

ods the author regards the analysis of various approaches towards culture and understanding the essence of socio-culture reasonable. Having identi-fied the determinants of culture and socio-culture (what is not generally accepted), their relationship with business should be revealed. According to this approach the reference point for research will be the values, percep-tions, beliefs, attitudes of individuals, which compose culture and are shared within a certain social group. They at the same time influence various as-pects of business: managerial decision making, leadership, business rela-tions, marketing function, etc. These determinants compose internal organ-izational culture and are influenced by other institutes of the socio-culture. Common characteristics may be generalized at the national level (what is referred to by some authors as societal culture). Considering that interna-tional business crosses the borders and culture diversity grows, conducting business is more difficult and cross cultural approached are needed. The main task is to define which socio-cultural groups will be dealt with.

The article explores the approved methods of G. Hofstede, Shwartz, World Value Survey, GLOBE-project, M. Guirdham. It is argued that in order to study the influence of socio-cultural environment of business it will be suitable to conduct research based on business strategy using questionnaire and detailed interviews, covering the appropriate institutes. Study of social capital and human values will be reasonable as well. In order to have correct perception of the reality case studies can also be a good method.

224

nugzar paiWaZe

ekonomikis mecnierebaTa doqtori, asocirebuli profesori

organizaciuli kulturis Taviseburebani

saerTaSoriso biznesSi



organizaciuli kultura adamianuri resursebis mar-

Tvis ganuyofeli nawilia. igi ganixileba rogorc mZlav-

ri strategiuli instrumenti, romlis mizania momuSaveTa

momarTva maT winaSe mdgom amocanebze, maTi iniciativis

mobilizeba, organizaciisadmi erTgulebisa da adamianebs

Soris normaluri urTierTobis damyarebis uzrunvelyofa.

organizaciuli kultura garkveuli TaviseburebebiT

xasiaTdeba saerTaSoriso biznesSi, rac ganpirobebulia

istoriuli, eTnikuri, geografiuli da sxva faqtorebiT

gamowveuli erovnuli kulturebis TaviseburebebiT. erov-

nuli organizaciuli kulturebi gansxvavebulia imdenad,

ramdenadac gansxvavebulia maTi fuZemdebluri faseulo-

bebi: ojaxi, kanonisadmi pativiscema; Sromis anazRaurebis

done; pirovnebis, misi codnisa da profesionalizmis pa-

tiviscema da sxv.

saerTaSoriso firmebis organizaciul kulturaze

sxvadasxva qveynis kulturaTa gansxvavebulobis gavlenis

sakiTxebze sainteresoa adamianuri resursebis marTvis

problemaze momuSave holandieli mecnieris g. hofstedes

mosazreba. man organizaciebis an qveynebis kulturuli

aspeqtebis klasifikacia Camoayaliba Semdeg maxasiaTebel-

Ta safuZvelze:

1) ierqiuli kibis sigrZe, romelic gansazRvravs kul-

turis mxridan xelmZRvanelis mier Tavisi Zalauflebis

gamoyenebis waxalisebis xarisxs. aqedan gamomdinare, sa-

dac igi (waxalisebis xarisxi) maRalia, magaliTad, espa-

neTsa da argentinaSi, adamianebs Soris uTanabroba aRiq-

225

meba rogorc Cveulebrivi movlena da xelmZRvanelobidan

elian kidec Zalauflebis gamovlenas. es asea muslima-

nuri qveynebis umravlesobaSic. im kulturebSi ki, rom-

lebSiac dabalia es xarisxi, magaliTad, kanadasa da av-

straliaSi, mmarTvelobis sxvadasxva ierarqiis adamianebs

Soris kavSiri ufro mWidroa;

2) gaurkvevlobisagan Tavis arideba. igi gviCvenebs

marTvis miuRebeli situaciebisaTvis Tavis aridebisaken

miswrafebis xarisxs. es maxasiaTebeli SedarebiT maRalia

iaponiaSi, iranSi, TurqeTSi da a.S. iseT qveynebSi ki, sa-

dac es maCvenebeli dabalia, magaliTad, honkongsa da tai-

vanSi, adamianebi msgavsi situaciebisagan sulac ar ganic-

dian ukmayofilebis SegrZnebas;

3) individualizmi-koleqtivizmi. aq asaxvas poulobs

SromiT motivaciaSi individualuri da koleqtiuri inte-

resebis Tanafardoba;

4) maskulinizmi-feminizmi. igi gansazRvravs `mamaka-

curi~ da `qaluri~ kulturebis dominirebis xarisxs. ti-

pur `mamakacur~ kulturebSi, magaliTad, italiaSi, mTava-

ri yuradReba gadatanilia fulze, materialur mdgomare-

obaze an ambiciebze. `qalur~ kulturebSi (holandia,

skandinaviis qveynebi da sxv.) ki, gansakuTrebuli yuradRe-

ba eqceva cxovrebis xarisxs, agreTve, garemos da a.S.1

saerTaSiriso biznesis marTvaze gansxvavebuli orga-

nizaciuli kulturebis gavlena ZiriTadad gamowveulia

Semdegi garemoebebiT:

1) kulturuli sakomunikacio barierebi TanamSrom-

lobaSi. saqme isaa, rom sxvadasxva kulturebis Semcveli

komunikaciis winaSe SeiZleba warmoiSvas sxvadasxva siZne-

le, maT Soris sakomunikacio darRvevbic ki, romlebic

ganpirobebulia kulturis iseTi faqtorebiT, rogoricaa:

kulturul gansxvavebaTa ugulebelyofiT gamowveuli

1 Пивoваров С. и др. Международный менеджмент, М., 2000, с. 545.

226

dabrkolebebi, realurobis SegrZnebis damaxinjeba, Sab-

lonuri azrovneba da sxv.;

2) sxvadasxva qveyanaSi marTvis stilSi gansxvavebani;

3) gansxvavebani problemis dasmasa da gadawyvetile-

baTa miRebaSi;

4) Sromis motivaciis gansxvavebulobiT ganpirobebu-

li potenciuri konfliqtebi, romelTa motivebi, rogorc

wesi, ganisazRreba socialuri da ojaxuri mdgomareobiT.

amitomaa, rom gardamavali tipis qveynebSi pirvel plan-

zea materialuri moTxovnilebebi da usafrTxoeba, rac

dakavSirebulia cxovrebis saerTo donesa da materialur

keTildReobasTan. ekonomikurad maRalganviTarebul

qveynebSi ki pirvel planzea wamoweuli TviTganviTarebi-

saken miswrafeba da ambi-ciuri cxovrebiseuli miznebis

miRweva.

5) gansxvavebani socialur-kulturul kompetenciasa

da personalis ganviTarebaSi. igi gulisxmobs kulturis

gansazRvruli mdgradobis arsebobas, rac gamoixateba

SemdegSi: sxva kulturebis miReba; sakuTari kulturul

urTierTdamokidebulebaTa codna; kulturuli komunika-

ciis procesSi gaxsniloba da moTmineba; personalis mar-

TvaSi erTi kulturuli sferodan meoreSi nou-haus gad-

motanis SesaZleblobis Sefasebis unari. saerTaSoriso

biznesSi organizaciuli kulturis Taviseburebaze sxva-

dasxvagvarad moqmedeben sxvadasxva tipis kulturebi, rac

gamowveulia TiToeuli maTganis unikalurobiT.

amerikuli modelis kulturisaTvis damaxasiaTebelia:

kanonisadmi pativiscema; rwmena biznesisadmi; xelmZRvane-

lis mxridan Sromis SefasebaSi samarTlianoba; gadawyve-

tilebis miRebaSi SesaZlebloba; dasaqmebis stabiluroba;

pirovnebis codnisa da profesionalizmis pativiscema;

mkacri pragmatizmi; orientacia fulze; individualizmi;

pasuxismgebloba; patri-otizmi da a.S.

zogadad, dasavluri kulturisaTvis damaxasiaTebe-

lia: iniciativianoba; fxianoba; mecniruloba da raciona-

227

luroba; individualizmi; Semoq-medebiToba; TviTganviTa-

reba da sxv.

organizaciuli kulturis inglisuri modelisaTvis

damaxasiaTebelia: pragmatizmi da saqmeze orientacia;

mdgradoba; sakuTari Rirsebis SegrZneba; ucxo azrebisa

da mtkicebebisadmi moTmineba; tradiciebisadmi pativisce-

ma da a.S.

organizaciuli kulturis franguli modelisaTvis

damaxasiaTebelia: inteleqti; xelovnebisadmi siyvaruli

da harmonia; konfliqturoba; kompromisebisadmi uaryofi-

Ti damokidebuleba; pirdapiroba da sxv.

mTlianobaSi aRmosavluri organizaciuli kulturis

mTavari maxasiaTeblebia: morCileba xelisuflebisadmi;

avtoritarizmi; erovnuli da eTnikuri faqtorebis mniS-

vnelovani gavlena; sazogadoebis elitasa da masas Soris

didi daSoreba da a.S.

organizaciuli kulturis Cinuri modelis Tavisebu-

rebebia: morCileba; momTmenianoba da Seupovroba; motyue-

bisadmi Semwynarebloba; xarisxisadmi uyuradReboba; xum-

robisa da iumorisadmi maRali mgrZnobeloba; klanuroba

da sxv.

islamuri qveynebis kulturuli stereotipi gulis-

xmobs: auCqareblobis, megobrobisa da ndobis atmosferos

Seqmnas; orientacias samuSaoze da ara mis Sedegze; kon-

frontaciisagan da sxvebis kritikisagan Tavis Sekavebas;

farulad Zalis gamoyenebisadmi pativiscemas; siamayesa da

amaRlebul emocionalurobas da a.S.

iaponuri kulturuli stereotipisaTvis damaxasiaTe-

belia: usazRvro Sromismoyvareoba da moTmineba; silama-

zisa da arulyofisadmi miswrafeba; pativiscema tradici-

ebisadmi da ufrosi Taobisadmi da, amasTan erTad, mis-

wrafeba sxvebisagan saukeTeso siaxlis gadmotanisadmi;

koleqtivizmi da patiosneba; Tavazianoba da akuratuloba

da sxv.

228

Tanamedrove msoflioSi saerTaSoriso biznesis war-

matebuli saqmianobis aucilebeli pirobaa iseTi organi-

zaciuli kulturis Camoyalibeba, romelSiac optimalu-

rad iqneba asaxuli erovnuli kulturebis Tavisebureba-

ni.

Nugzar Paitchadze Georgia. Ivane Javakhishvili Tbilisi State University. Doctor of Economics, Associate Professor

Peculiarities of Organizational Culture In International Business

Summary The article deals with the national cultures and peculiarities of

organizational cultures in International business and the role of historical, geographic and other factors. The author considers some circumstances in which the influence of different organizational cultures on international business management is perceived.

Different types of national cultures are characterized in the article, such as: American, English, Chinese, Islamic and Japanese.

229

eka sefaSvili


biznesis warmateba globalur bazrebze da

faqtorebis mwarmoeblurobis genderuli aspeqtebi



msoflio ekonomikis ganviTarebam da globalizaciis

tempis ganuxrelma zrdam erovnuli ekonomikebis winaSe

mdgari amocanebi gaarTula da uamravi axali aspeqti

SesZina. dRes msoflios qveynebi aqtiur saerTaSoriso

ekonomikur urTierTobebs axorcieleben. aseT viTareba-

Si nebismieri qveynisaTvis aqtualuria msoflio ekonomi-

kur sivrceSi gansazRvros sakuTari adgili ise, rom

erovnuli interesebi ar Selaxos, globalizaciis negati-

uri Sedgebi Tavidan aicilos da maqsimaluri sargebeli

miiRos sakuTari ekonomikis gaxsnilobidan. es amocana sa-

xelmwifoTa mmarTvelebisaTvis, pirvel rigSi, sakuTari

qveynis keTildReobis donis gazrdas gulisxmobs, rac

pirdapir resursebis mwarmoeblurobis gazrdasTan aris

dakavSirebuli.

viTarebas kidev ufro arTulebs is garemoeba, rom

Tanamedrove etapze teqnologia da codna ekonomikuri

aRmavlobisa da Semosavlebis zrdis yvelaze mniSvnelo-

vani aspeqti gaxda. axali teqnologiebis (mikroeleqtro-

nika, robototeqnika, telekomunikacia, axali masalebi da

bioteqnologia) mudmivi ganviTareba mesame aTaswleulis

ekonomikis modelis ganmsazRvreli gaxda. ekonomikis es

axali modeli saxelmwifoTa ekonomikur da socialur

yofas mudmivad cvlis. icvleba saerTaSoriso biznesis

arsic da konkurenciuli brZolis strategiebi. XXI sau-

kuneSi, iseve rogorc gasul saukuneebSi, erovnuli fir-

mebi aqtiurad cdiloben adgili daimkvidron globalur

bazrebze an arsebuli poziciebi SeinarCunon saerTaSori-

230

so konkurenciul brZolaSi. Tumca, Cven saukuneSi globa-

lizaciis wyalobiT saerTaSoriso biznesis buneba da

konkurenciuli brZolis xerxebi mniSvnelovnad icvleba.

sul raRac 2-3 dekadis win mowinave saxelmwifoebad, war-

matebul firmebad an mdidar adamianebad materialuri

resursebis mflobelebi miiCneodnen. teqnologiebis gan-

viTarebis Tanxvdenilad simdidris cneba Seicvala da ma-

terialuri simdidris floba ukev erTaderTi da gadam-

wyveti faqtori aRar aris. ra Tqma unda, materialuri

dovlaTi kvlav rCeba dagrovebis, axali Rirebulebis

Semnisa da martivad rom vTqvaT, Semosavlis miRebis wya-

rod, magram saqme imaSia, rom gacilebiT meti Semosavali

aramaterialur warmoebas moaqvs. dRevandel msoflioSi

saerTaSoriso savaWro nakadebis ZiriTadi mdgeneli da

maRali Semosavlis miRebis saimedo saSualeba informa-

cia da masTan dakavSirebuli momsaxureba gaxda.

saerTaSoriso bazrebze sxvadasxva qveynis firmebi da

erovnebis armqone transrovnuli korporaciebi erkinebian

erTmaneTs. Tanamedrove komunikaciebisa da satransporto

saSualebebis wyalobiT iafi faqtorebis Zieba da gasaRe-

bis axali bazrebis povna globaluri masStabiT mimdina-

reobs. aRsaniSnavia, rom am procesSi globaluri ekono-

mika arsebuli erovnuli ekonomikebis sazRvrebs sabo-

loo angariSiT Slis, Tumca erovnuli pirobebis gavlena

calkeuli firmebis unarze, miaRwion warmatebas saerTa-

Soriso bazarze, mniSvnelovani rCeba. amas mecnierebate-

vad dargebSi ganviTarebuli qveynebis mdgradi pozicie-

bic mowmobs. globaluri ekonomikis arsebobas Ziebis

swored es kriteriumebi da ara raime specifikuri ekono-

mikuri maCveneblebi (erToblivi Sida produqtis, eqspor-

tis wili erTobliv Sida produqtSi da a.S.) gansaz-

Rvravs. komerciuli firmebis survili _ miiRon maqsima-

luri mogeba _ kvlav ucvleli rCeba.

statistikuri monacemebis Tanaxmad, kapitalis Semosa-

vali izrdeba, xolo Sromis Semosavali ecema. es gasakvi-

231

ri ar aris, Tu gaviTvaliswinebT, rom globalurad Sro-

mis moculoba metia, vidre mdidar ganviTarebul samyaro-

Si arsebuli kapitalis moculoba. analogiurad, kvali-

ficirebuli muSakebis xelfasi izrdeba, xolo arakvali-

ficirebuli Sromis Rirebuleba ecema, radgan arakvali-

ficirebuli Sromis globaluri miwodeba mniSvnelovnad

aWarbebs kvalificirebuli Sromis miwodebas. axali teq-

nologiebi ki sul ufro da ufro met kvalificirebuli

muSaxels moiTxoven. saerTaSoriso institutebis mier

ganxorcielebuli kvlevebi adasturebs, rom dabal- da

maRalkvalificirebul muSakebis Semosavlebs Soris sxva-

oba izrdeba. msoflioSi daaxloebiT 4 mlrd adamiani

cxovrobs iseT qveyanaSi, sadac mSp-is moculoba weli-

wadSi erT sul mosaxleze 1 500 aSS dolarze naklebia1.

gadaWarbebuli ar iqneba, Tu biznesis warmatebis

erT-erT mTavar komponentad am ukanasknelis mier maRal-

kvalificirebuli muSaxelis flobas davasaxelebT. inte-

leqti, romelic Tanamedrove, codnaze dafuZnebul eko-

nomikaSi ZiriTadi sawarmoo faqtoria, msoflio masSta-

biT araTanabradaa ganawilebuli. aqve unda davZinoT,

rom adamianiseuli resursis es aspeqti rigi Tavisebure-

biT xasiaTdeba. calkeuli kompaniis mier adamianiseuli

resursis floba ar niSnavs avtomaturad inteleqtis, ro-

gorc resursis flobas da gamoyenebas. Tavdapirvel etap-

ze misi ganviTarebisaTvis saWiroa, qveyanas gaaCndes kar-

gad organizebuli da Sesabamisad, sakmarisad dafinanse-

buli ganaTlebis infrastruqtura. amasTan, sabaziso da

saSualo ganaTlebis dawesebulebebi mxolod fundamen-

tia kvalificirebuli kadrebis momzadebisaTvis. umaRle-

si saswavleblebi Sromis bazris moTxovnebTan kargad

morgebuli saswavlo programebiT, romelic ara marto

mimdinare moTxovnebs pasuxobs, aramed momavali ganviTa-

rebis perpeqtivebsac Wvrets, ukve kerZo biznesis qmedebis

1. Sutherlend Peter, Sewell John. The Challenges of Globalization , Earth Island Journal, Fall 98, vol.13 issues 4. p. 47 (6).

232

sferoa. mecnieruli da kvleviTi muSaobis SesaZlebelo-

bebi laboratoriebsa da kvleviT institutebSi, ganaTle-

bis umaRlesi safexuris ganviTareba da Sesabamisi samec-

niero skolebis gaZliereba msoflios wamyvan qvenebSi

kerZo kepitalis da misi SekveTebis xarjze viTardeba.

empiruli kvlevebi da wamyvan dargebSi arsebuli viTare-

bis kvleva mowmobs, rom dargis specifikuri moTxovnebis

dakmayofileba kerZo seqtors ukeT gamosdis. saxelmwifo

mxolod sabaziso da saSualo ganaTlebis sayovelTao

xelmisawvdomobas uzrunvelyofs.

• daviT rikardos SefardebiTi upiratesobis kon-

cefcia, romelic warmoebis faqtorebzea dafuZnebuli da

romelmac ekonomikis bevri dargis eqsport-importis

struqturis formirebaSi mniSvnelovni roli Seasrula,

aseTive warmatebiT SegviZlia Tanamedrove cxovrebas mi-

vusadagoT. misi ZiriTadi principis Tanaxmad, sabazro Za-

lebi qveynis gankargulebaSi arsebul resursebs iqiT mi-

marTaven, sadac isini yvelaze ufro produqtiulad da

efeqtianad gamoiyeneba. sxva sityvebiT rom vTqvaT, ganvi-

Tarebis Tanamedrove etapze qveynisaTvis yvelaze ufro

xelsayrelia resursebis mimarTva mecnierebatevad dar-

gebSi, sadac isini maRalkvalificiuri codnisa da teqni-

kis ganviTarebis maRali donis gamo yvelaze ufro pro-

duqtiulad iqnebian gamoyenebulni. warmoebaSi mecniere-

bis sul ufro metad gamoyeneba SeiZleba ganvixiloT ro-

gorc mesame samrewvelo revolucia _ orTqlis Zravisa

da eleqtronis gamoyenebis Semdeg. es axali samrewvelo

revolucia msoflios yvela nawilSi rodi vrceldeba.

amisTvis kvalificirebuli da ganaTlebuli samuSao Za-

la, mowinave infrastruqtura (eleqtrosistemebi, teleko-

munikaciebi, transporti da a. S) politikuri stabiluro-

ba da sabazro kanonebis Sesabamisad moqmedebis survilia

saWiroa, riTac bevri qveyana Tavs ver moiwonebs.

daviT rikardos mier Camoyalibebuli SefardebiTi

upiratesobis Teoriis axleburi gaazreba naTels xdis,

233

rom TavisTavad SefardebiTi upiratesobis arseboba qve-

yanaSi saerTaSoriso vaWrobis dawyebisa da mogebis miRe-

bisaTvis argumenti ar aris. SefardebiTi upiratesobis

garda, mTeli rigi faqtorebi arsebobs, romlebic qveynis

ekonomikis struqturasa da mis konkurentunarianobaze

axdens gavlenas. rogorc amerikeli mecnieri maikl por-

teri miiCnevs1, am kiTxvebis pasuxi qveynis oTx faqtorSi

unda veZeboT, romelnic saerTo xasiaTs atareben da ad-

gilobrivi firmebisaTvis konkurenciul garemos qmnian.

es garemo SeiZleba xels uwyobdes an xels uSlides kon-

kurenciuli upiratesobebis Seqmnas.

es faqtorebia: faqtoruli pirobebi, anu konkretuli

faqtorebi (mag. kvalificirebuli muSakebi, infrastruq-

tura da sxv); moTxovnis pirobebi, anu qveynis moTxovna

saSinao bazrze; monaTesave da damxmare dargebi, anu sa-

erTaSoriso bazrebze konkurentunariani monaTesave da

damxmare dargebis arseboba an ar arseboba qveyanaSi; da

firmebis strategia, maTi struqtura da konkurencia, anu

firmis Seqmnisa da marTvis qveyanaSi arsebuli pirobebi

da saSinao bazarze konkurenciis xasiaTi.

es determinantebi TiToeuli calke da erTad ro-

gorc sistema, qmnian garemos, romelSic moqmedebs moce-

muli qveynis firma da iqmneba misi konkurenciuli upira-

tesobebi. qveyanas warmatebis yvelaze meti Sansi gaaCnia

im dargebSi, an segmentebSi, sadac èrovnuli rombi~ (anu

konkurenciuli upiratesobis determinantebi rogorc sis-

tema) gansakuTrebiT xelsayrel xasiaTs atarebs. mecnie-

rebatevad dargebSi konkurenciuli upiratesobis Sesanar-

Cuneblad (romelic nebismieri ganviTarebuli ekonomikis

safuZvelia) saWiroa upiratesobis arseboba yvela deter-

minantSi, romelTa urTierTqmedeba iseT momgebian momen-

tebs qmnis, romlebic saerTaSoriso bazrebze mocemuli

qveynis firmebis mdgrad poziciebs uzrunvelyofen.

1 Porter Michael, The Competitive Advantage of Nations, The Free Press. A division of

Macmillian, Inc, N.Y, 1992 (4).

234

globalizaciis pirobebSi erovnuli sazRvrebis waS-

lis kvalobaze maikl porteris mosazreba erovnuli pi-

robebis umniSvnelovanesi rolis Sesaxeb erTi SexedviT

paradoqsulad JRers, magram realurad misi mtkicebani

mdidar empirul masalas emyareba da damajereblad xsnis

ama Tu im qveynisa da ama Tu im calkeuli dargis warma-

tebas globalur bazrebze.

amrigad, globaluri biznesi sul ufro metad ey-

rdnoba konkurenciul upiratesobebs, romelTa upirate-

sobis wyaro erovnul TaviseburebebSi devs. Sesabamisad,

firmebis, romelebic saerTaSoriso bazrebis uSualo mo-

nawileebi arian, konkurenciuli upiratesobebi, upirve-

les yovlisa, erovnuli sxvadasxvaobebidan gamomdinare-

obs, romelTa kopireba an gabaTileba ucxoeli konkuren-

tis mier faqtobrivad SeuZlebelia. Tumca, es imas ar

niSnavs, rom Tu romelime qveynis romelime firma saerTa-

Soriso asparezze warmatebas aRwevs, maSin am qveynis ne-

bismieri firma aseve advilad miaRwevs warmatebas. ubra-

lod, mocemul firmas metoqesTan SedarebiT ufro io-

lad miuwvdeba xeli sakuTari qveynis gankargulebaSi ar-

sebul resursebze an informaciaze, roemlic maT saku-

Tar qveyanaSia da ara sxvagan.

yovelive zemoTqmuli naTlad adasturebs saerTaSo-

riso biznesis ganviaTarebaze qveynebSi arsebul kultu-

raTa sxvaobebis mniSvnelobas da adamianiseuli kapita-

lis gadamwyvet rols.

amave dros yuradRebis miRma ar unda dagvrCes biz-

nesze iseTi aspeqtis gavlena, rogoricaa genderi da gen-

deruli urTierTobebi sazogadoebaSi. dasavluri mecnie-

rebidan Cvens sinamdvileSi Semosuli ucxouri sityva

`genderi~ sazogadoebis urTules urTierTobebs asaxavs

da yovelTvis azrTa sxvadasxvaobas iwvevs. genderuli

urTierTobebiT sazogadoebrivi cxovrebis yvela sferoa

gamsWvaluli.

235

zogadad, qveynis ekonomikis ganviTarebaze da warma-

tebaze did gavlenas axdens qveynebis kulturuli menta-

liteti da qveyanaSi Camoyalibebuli erovnuli Tavisebu-

rebebi. erovnuli kultura, Tvis mxriv, gavlenas axdens

qalebisa da mamakacebis qcevaze da Sesabamisad, gansaz-

Rvravs maT CarTulobas biznessaqmianobaSi. TavisTavad

cxadia, qalebsa da mamakacebs biznesis ganviTarebisa da

mewarmeobis Taobaze gansxvavebuli midgomebi aqvT da gan-

sxvavebulad warmarTaven TavianT saqmianobas. Sesabami-

sad, qveynebis mixedviT mniSvnelovnad gansxvavdeba biz-

nessaqmianobaSi qalTa da mamakacTa CarTuloba da amis

Sedegad gamowveuli biznesis funqcionirebis Tavisebure-

bebi.

mewarmeebi erTmaneTisagan gansxvavdebian iseTi demog-

rafiuli ganzomilebebis mixedviT, rogoricaa asaki, gen-

deruli roli, ganaTlebis done, samuSao gamocdileba.

Sesabamisad, isini gansxvavebulad awarmoeben bizness. ase

magaliTad, ekonomisti mecnierisaTvis biznessawarmos Zi-

riTadi amocana sazogadoebisaTvis dovlaTis Seqmnaa, ma-

Sin, roca biznesskolis kursdamTavrebulisaTvis upirve-

lesi amocana aqciis Semosavlis gazrdaa. Sesabamisad, Tu

qalebsa da mamakacebze erovnuli kulturis gavlenas da

agreTve, sazogadoebaSi maT mier ganxorcielebul ro-

lebs gaviTvaliswinebT, cxadia, qalebi da mamakacebi me-

warmoebriv Zalisxmevas gansxvavebulad afaseben da biz-

nesSi gansxvavebuli midgomebi da amocanebi aqvT.

am statiaSi ar aris imis mcdeloba, rom romelime

mxaris upiratesoba dasabuTdes, an romelime midgomis

marTebulobasa da umarTebulobaSi gaverkveT. aq saubari

imazea, rom saerTaSoriso biznesis ganviTarebaze, konku-

renciuli brZolis meTodebze da konkurenciuli upira-

tesobis wyaroebis Seqmnasa da ganviTarebaze qveynis

erovnul TaviseburebebTan erTad mniSvnelovan gavlenas

axdens genderuli aspeqtebi, romelic, Tavis mxriv, qvey-

nis kulturiTa da mentalitetiT ganisazRvreba. genderu-

236

li urTierTobebi da midgomebi, romelic qveyanaSi gaba-

tonebuli da miRebulia, qveynaSi Seqmnili pirobebis erT-

erT aspeqts warmoadgens, romelsac, sxvaTa Soris, maikl

porteris gamokvlevebi sruliad usamarTlod yuradrebas

miRma tovebs. Tumca ver vityviT, rom am aspeqtis kvleva

ekonomistebis yuraRebis miRmaa saerTod darCenili. Aam

problemis ganxilvasa da gaanalizebas eTmoba mTeli ri-

gi mecnierebis1 fundamenturi gamokvlevebi, romlebic

savsebiT samarTlianad asabuTeben genderuli aspeqtis ga-

damwyvet mniSvnelobas biznesis ganviTarebis Tanadmedro-

ve etapisaTvis, gansakuTrebiT ki maSin, roca erovnuli

firmebis saqminoba qveynis farglebs scildeba da mwvave

metoqeoba ekonomikuri gavlenis sferoebis mopovebisaT-

vis globalur bazrebze mimdinareobs.

cnobili amerikeli mkvlevari g. hofstide2 erovnuli

kulturis oTx ganzomilebas gamoyofs: 1. individualiz-

misa da koleqtivizmis dapirispireba; 2. maskulinizmisa

da feminizmis dapirispireba; 3. daurwmuneblobis Tavidan

arideba; 4. Zalauflebisa da Tanasworobis sakiTxebi.

maskulinizmisa da feminizmis dapirispirebaSi masku-

linuri metoqeobisa da feministuri TanamSromlobis sti-

lis dapirispireba igulisxmeba. mkveTrad maskulinire-

bul sazogadoebebSi ZiriTadi Rirebulebebia warmateba,

fuli da materialuri dovlaTi. didi mniSvneloba eniWe-

ba damoukidebeli gadawyvetilebis miRebis SesaZleblo-

bas, fulis Sovnis unars, aRiarebas, dawinaurebas da ga-

mowveveze pasuxis gacemis unars. feministuri sazogadoe-

1 Fagenson, E.A. personal Value Systems of Men and Women Entrepreneurs Versus Managers, Journal of Business Venturing, 8, 409-430, 1999; Hofstede, G. Culture’s Consequences II: Comparing Values, behaviors, institutions and organizations across nations, Beverly Hills, CA, Sage. 2001; Ljunggren E. and Kolvereid L., New Business Formation: Does Gender Make a Dofference? Women in Management Review, 11, 3-12; Mueller C.B., Van Deusen C.A., Gender and Age differences in Business goals across 16 Countries, Proceedings of the Second Annual International Research Seminar, co-hosted by the US and Poland, February 15, 2002, 55-69; 2002. 2 Hofstede, G. Culture’s Consequences II: Comparing Values, behaviors, institutions and

organizations across nations, Beverly Hills, CA, Sage. 2001.

237

bebSi ki ufro Rirebulia sxvebze zrunva da cxovrebis

xarisxi, socialuri keTildReoba, TanamSromloba, megob-

ruli atmosfero, dasaqmebis usafrTxoeba, gadawyvetile-

bis miReba kolqtiurad da ara erTpirovnulad.

Tanamedrove mecnierebi miiCneven, rom 21-e saukuneSi

bazris liderebs orive kulturis - maskulinuri da femi-

nisturi – Tvisebebis demonstrireba uxdebaT, raTa warma-

tebas miaRwion.

tradiciulad, liderobisaTvis aucilebeli unari

maskulinur Tvisebebs moiTxovs, iseTs rogoricaa mtki-

ce, Tavis TavSi darwmunebuli, mSvidi da gawonasworebi-

li, riskiani pirovneba. Tumca dRes feministuri unarebi,

rogoricaa mgrZonobeloba, iumori, mzrunveloba, deta-

lebisadmi yuradReba, SedarebiTi analizi iseve aucile-

belia, rogorc zemoT aRniSnuli maskulinuri Rirsebebi.

Sesabamisad, Tanamdrove bizness warmatebisaTvis Tanab-

rad esaWiroeba rogorc mamakacuri midgomebi, aseve qalu-

ri midgomebi.

mTeli rigi kvlevebi adasturebs, rom genderi mniS-

vnelovan rols asrulebs biznessaqmianobaSi. ase magali-

Tad, erT-erTi kvlevis Tanaxmad, kaci-menejerebi ufro me-

tad riskaven1. sxvaTa kvlevebi adasturebs2, rom genderi

gavlenas axdens gadawyvetilebis eTikurobaze. qali stu-

dentebi gacilebiT mtkice moraluri da eTikuri princi-

pebiT xelmZRvaneloben, vidre maTi kolega studenti ma-

makacebebi3.

gasaTvaliwinebelia is garemobac, rom momxmarebelTa

daaxloebiT naxevari qalebi arian. maTi moTxovnebis yve-

laze ukeT gaTvaliswineba ki qalebs SeuZlia. ase magali-

Tad, mamakaci arqtitetori, romelic binas aproeqtebs,

1 Fagenson, E.A. personal Value Systems of Men and Women Entrepreneurs Versus Managers, Journal of Business Venturing, 8, 409-430, 1999. 2 Glover5 S.H. Burmis, M.A., Logan J.E., Ciesla J.R. Re-examining the influence of Individual Values on Ethical decision-Making, Journal of Business Ethics, 16, 1319-29, 2002. 3 Borkowski S.C. Ugras, Y.J. Business Students and Ethics: A meta-Analysis, Journal of Business Ethics 17, 1117-27, 2003.

238

mxedvelobaSi, pirvel rigSi, iseT aspeqtebs iRebs, rogo-

ricaa konstruqciis simyare, vizualuri simsubuqe, komu-

nikaciebis moxerxebuli ganlageba da a. S. xolo qali-ar-

qiteqtori, romelsac umaRles saswavlebelSi swavlebis

igive kursi aqvs gavlili, rac mis kolega mamakacs, yve-

lafer amas mxedvelobaSi iRebs da amatebs wminda qalur

moTxovnebs, romelic qalebs yoveldRiuri saojaxo saqmi-

anobis SesrulebaSi met komforts uqmnis. TavisTavad

cxadia, bazarze qali-arqtitetoris mier daproeqtebul

binas meti warmateba Sexvdeba. is faqti, rom dRes ganaT-

leba erTnairad xelmisawvdomia orive sqesisaTvis, qa-

lebs saSualebas aZlevs iseTi sferoebSi dasaqmdnen da

iseT sferoebSi gamoamJavnon TavinaTi upiratesoba, rome-

lic tradiciulad mamakacur seqtorebad iTvleboda da

tradiciulad qalebi ar iyvnen dasaqmebulebi. es imas ar

niSnavs, rom msoflioSi genderuli Tanasworoba miRweu-

lia. dRes bizness jer kidev uWirs genderuli Tanaswo-

robis Sesabamisi Sefaseba da da misi srulfasovani gamo-

yeneba maqsimaluri Sedegebis misaRwevad.

industriulad ganviTarebul qveynebSi, romlebic de-

mografiuli daberebis problemas awydebian, (ekonomikuri

ganviTarebis dabali donis miuxedvad, es problema saqar-

TvelosaTvisac aqtualuria) kompaniebi kvalificirebuli

muSaxelis mozidvis seriozul problemas awydebian. am

viTarebaSi qalebis ekonomikuri kontribuciisa da maTi

potencialis mozidva gadamwyveti strategiaa am gamowve-

vis sapasuxod. Tumca yvela damsaqmebeli rodi acnobie-

rebs qalebis gankargulebaSi arsebuli resursis pol-

tencialis mniSvnelobas.

• es is TeTri laqebia ekonomikuri politikis Semom-

qmedebisaTvis, sadac maT aqtiuri politika unda ganaxor-

cielon. damsaqmeblebi, romlebic qalebis sawarmoebSi

mozidvis aucileblobas acnobiereben da qalebis dasaqme-

bisaTvis xelsayrel pirobebs qmnian, jerjerobiT kvlav

umciresobas warmoadgenen. Tumca politikis SemuSavebi-

239

sas gaTvaliwinebul unda iqnes ekonomikuri mizanSewoni-

loba da socialuri samarTlianoba, rac qalTa uflebe-

bis aRiarebisa da ekonomikuri aqtivobis gazrdis gan-

sxvavebuli safuZvlebia. Tu pirveli qalTa SromiTi po-

tencialis maqsimalurad gamoyenebas gulisxmobs da qal-

Ta zeeqspluataciis mizezi xdeba (qalebs mwarmoebluri

funqciis gazrda aramwarmoebluri funqciis Semcirebis ga-

reSe uxdebaT), meore mimarTulia qalebisa da mamakacebi-

saTvis Tanabari uflebebis da SesaZleblobebis Seqmnisaken

da sazogadoebis harmoniul ganviTarebas isaxavs miznad.

amrigad, Tanamedrove, codnaze dafuZnebul globa-

lur ekonomikaSi warmatebis misaRwevad yvela qveyanas

gaaCnia SefardebiTi upiratesoba. maRali Semosavlebisa

da resursebis efeqtianobis gazrdis erT-erT saimedo

gzas adamianiseuli resursi warmoadgens, romlis srul-

fasovani gamoyeneba biznesis upirvelesi amocanaa. am miz-

nis ganzorcielebisaTvis strategiebis dagegmvisas ki

mxedvelobidan ar unda gamogvrCes iseTi mniSvnelovani

aspeqti, rogoric qalebisa da mamakacebis genderuli ro-

lebi da maTi gavlenis gansxvavebulobaa.

Eka Sepashvili Georgia. Ivane Javakhishvili Tbilisi State University Doctor of Economics, Associate Professor Success of Business on Global Markets and Gender Aspects of

Resource Productivity Summary

The article discusses the trends of global economic development where the imperative is given to knowledge and new technologies. This modern phase of globalization imposes much complicated goals for national economic policy and creates numerous aspects for strategies. Despite the fact that during global-ization national borders are less meaningful for global firms while seeking for the most advantageous place for economic profit, national countries create unique environment for them and ensure their sound positions on science-based

240

world markets. Thus, participation in the contemporary economy means to create appropriate sources for education, adequate infrastructure, political stabi-lization, market economy and so on. Cultural dimensions vary according to the countries. The national cultural mentality support gender role differentiation within societies. In this context gender aspects play decisive role as they entail differences in approaches and strategy developments, which appeared to be vital for business success on modern global markets.

sofio siWinava

doqtoranti

aRmosavleT evropis kulturuli maxasiaTeblebi



kultura naTlad warmoaCens ama Tu im qveynis Tu

erovnebis bunebriv saxes. biologiuri da socialuri

moTxovnilebebis dakmayofilebis saSualebebis Seqmnis

procesSi warmoqmnis adamiani sakuTriv kulturas – cod-

nis, Cvevebis, mowyobilobebis erTobliobas, qmnis sulie-

ri Semoqmedebis farTo sferos.

pirovnul cnobierebaSi aqsiologiuri TvalsazrisiT

umTavresia adamianTa damokidebuleba erovnuli idento-

bisa da nacionaluri xasiaTisadmi. erovnuli xasiaTis

TviTSemecneba yoveli xalxis kulturuli aRmavlobis

aucilebeli pirobaa. individis konkretul qcevas safuZ-

vlad udevs motivacia, pozicia, moraluri da ideologi-

uri Rirebulebebi, aqedan gamomdinare, qveynebs Soris

kulturuli gansxvavebebi ganpirobebulia istoriuli,

socioekonomikuri, politikuri, religiuri gansxvavebe-

biT.

241

Tanamedrove epoqaSi eris kulturis CamoyalibebaSi

monawileobas iRebs ara marto adgilobrivi sazogadoeba,

gansakuTrebuli aRniSvnis Rirsia qveynebs Soris intensi-

uri socialur-ekonomikuri urTierTobebi, rasac xels

uwyobs mravalferovani komunikaciis saSualebebis arse-

boba. teqnologiuri inovaciebis zrda iwvevs samomxmareb-

lo moTxovnilebaTa zrdas, Rirebuleba mkvidrdeba qceva-

Si, qceva – CvevaSi da a.S. kultura icvleba, xdeba misi

modernizeba TaobaTa mixedviT. am fonze, saerTo Rirebu-

lebaTa sistemis Seqmna iwvevs kulturaTa daaxloebas,

Rirebulebis damkvidreba ki xdeba an umravlesobis, an

elitis mier.

upriania, rom calkeuli qveynis kultura ganvixiloT

regionul WrilSi da Sedegebis mixedviT SevafasoT kul-

turis roli qveynis ganviTarebaSi. am SemTxvevaSi saqar-

Tvelos kulturuli maxasiaTeblebis ganxilva geografi-

uli regionis fonze miznad isaxavs saqarTvelos da sxva

mezobeli saxelmwifoebis saukuneebis ganmavlobaSi Tana-

arsebobis pirobebSi Camoyalibebuli saerTo Tu ganmas-

xvavebeli kulturuli tendenciebis gamovlenas.

msoflios geopolitikur rukaze saqarTvelos mia-

kuTvneben aRmosavleT evropis regions (romelSic Sedis:

1) centraluri evropa: CexeTis respublika, ungreTi, po-

loneTi da slovakeTi; 2) baltiis saxelmwifoebi: estone-

Ti, latvia da litva; 3) balkanelebi: albaneTi, bulgare-

Ti, rumineTi, yofili iugoslaviis yvela qveyana (bosnia-

hercogovina, xorvatia, makedonia, slovenia da iaugosla-

via – romelic dRes mxolod serbeTisa da montenergosa-

gan Sedgeba); 4) ruseTi da damoukidebel saxelmwifoTa

Tanamegobroba (dsT): belorusia, moldaveTi, ruseTi, uk-

raina da centraluri aziis respublikebi (somxeTi, azer-

baijani, saqarTvelo, yazaxeTi, yirgizeTis respublika,

tajikeTi, TurqmeneTi, uzbekeTi). aRmosavleT evropis mo-

saxleobis udidesi nawili eTnikurad slavuri warmoSo-

242

bisaa, araslavuri warmoSobis arain latvielebi, litve-

lebi da qarTvelebi.

aRmosavleT evropis yvela qveynisaTvis met-naklebad

damaxasiaTebelia saerTo istoria gasuli ori saukunis

ganmavlobaSi. baltiis qveynebi da dsT-is qeeynebis iy-

vnen jer ruseTisa da Semdeg sabWoTa kavSiris Semadgen-

lobaSi XIX-XX ss-ebis umetes monakveTSi. centraluri

evropis didi nawili da balkaneTi meore msoflio omis

Semdeg sabWoTa sateliti gaxda avtoritaruli, komunis-

turi mTavrobiTa da mkacrad regulirebadi ekonomikiT.

XX s-is Sua periodisaTvis aRm. evropis yvela qveyana

iziarebda erTnair politikur da ekonomikur sistemebs.

qveynebi represiuli reJimiT imarTeboda, mkacrad izRude-

boda azris Tavisuflad gamoxatva da amisTvis sasjeli

iyo an gadasaxleba an daxvreta. maTi ekonomika iyo mrZa-

nebluri, mTavroba flobda warmoebis saSualebebs da

akontrolebda yvela ekonomikur aqtivobas. sabWoTa reJi-

mis dros adgili hqonda warmoebis swrafi industriali-

zaciisa da samuSao Zalis modernizebis mcdelobas. sab-

WoTa kavSiris umetes qveyanas agraruli ekonomika gaaC-

nda da zogierT maTganSi batonymoba axali gauqmebuli

iyo, ZaldatanebiTma industrializaciam da fermerTa ko-

leqtivizaciam uaryofiTad imoqmeda rogorc mosaxleoba-

ze, ise garemoze.

aRmosavleT evropis qveynebi sabWoTa kavSiris poli-

tikuri da ekonomikuri Crdilidan gamosvlis Semdeg iwye-

ben TavianTi kulturuli da eTnikuri fesvebis Ziebasa

da gansazRvras. Tavisufal sabazro ekonomikaze gadas-

vlis procesSi qveynebi dasavleTis biznes modelebs iT-

valiswineben. dReisaTvis maTi biznes-kultura Sedgeba

dasavleTidan importirebuli modelebis, sabWoTa perio-

dis praqtikisa da adgilobrivi Cveulebebisagan.

eris arsebobis manZilze damkvidrebuli tradiciebi,

Rirebulebebi da mmarTvelobiTi sistema gansazRvravs mo-

saxleobis qcevas. mCagvreli reJimis arsebobam Tavisi

243

wvlili Seitana aRm. evropis sazogadoebis kulturuli

maxasiaTeblebis CamoyalibebaSi. regionis mosaxleobis

Seswavlisas ikveTeba Semdegi kulturuli orientaciebi:

SezRuduli orientacia. saukuneebis manZilze mCagvre-

li reJimis arsebobam, ucxoelebis batonobam, omebma da

kataklizmebma aRmosavleT evropelebSi warmoSva pesimiz-

mis grZnoba. maT gamocdilebam aCvena, rom adamians nakle-

bad SeuZlia akontrolos sakuTari bedi da garemo. pesi-

mizmi aisaxeba Zlier SezRudul orientaciaSi, romlis

erT-erTi mniSvnelovani faqtoria aseve regionis politi-

kuri da ekonomikuri mdgomareobis mudmivi, moulodneli

cvlileba da Zlieri saxelmwifo kontroli.

aRmosavleT evropis zogierT qveyanaSi, magaliTad

ruseTSi, SezRuduli orientacia iRebs fatalizmis an pa-

siurobis formas, rac damabnevelia kontrolze orienti-

rebuli kulturebisaTvis. magram aqve unda aRiniSnos,

rom mravali siZnelisa da cvlilebis fonze aRm. evropis

SezRudul orientacias Camouyalibda kontrolze orien-

tirebuli mxarec. swored aRmosavleT evropam gamoscada

Tavis Tavze mTavrobisa da ekonomikuri sistemis axali

forma, regionis mravalma qveyanam radikalurad Secvala

samuSao garemo, muSaxelis struqtura da es yvelaferi

ramdenime aTwleulis ganmavlobaSi moxda.

gamWriaxobam da maxvilgonierebam SeaZlebina centra-

lur da aRmosavleT evropelebs komunizmis mier Tavs

moxveuli represiuli kanonebisa da regulaciebis dajab-

vna da siZneleebTan gamklaveba. mravalma firmam moaxerxa

mTavrobis kontrolis Tavidan acileba, amgvarad warmoe-

bis waxaliseba da muSebisTvis saTanado anazRaurebis mi-

cema.

drois SegrZneba. aRmosavleT evropelebs axasiaTebT

drois mimarT mravalfokusiani orientacia. komunizmis

qveS gatarebulma wlebma, sadac muSaobis efeqtianobis

saTanado Sefaseba ar xdeboda, Seqmna e.w. `SemTxveviTi

muSaobis~ modeli muSa-mosamsaxureTa Soris. bevrma muSam

244

SeiTvisa erT oficialur poziciaze muSaobis procesSi

radmenime saqmis keTebis Cveuleba, radgan samuSaos Ses-

rulebis mamotivirebeli mizezi iyo mcire, anazRaureba

ki _ dabali. aRmosavleT evropelebi ar arian Cveuli

amocanebis gadarCevsa da maTi Tanmimdevruli wesiT Ses-

rulebas. amocanebTan mimarTebaSi erTfokusiani midgoma

arsebobs centraluri evropis dasavleTiT da Crdiloe-

TiT, aseve baltiis qveynebSi.

aramyar droiT orientacias vxvdebiT dsT-is qveyneb-

Si, poloneTsa da bulgareTSi. am qveynebSi dro ar gani-

xileba rogorc ekonomikuri saqoneli, romelic saWiro-

ebs garkveul erTeulebad dayofasa da saTanado gamoye-

nebas, aramed dro ganixileba rogorc cvalebadi sezone-

bis nakadi, rasac nawlobriv ganapirobebs regionis agro-

kulturuli orientacia. Cexebs, slovakebs, estonelebs,

latvielebsa da litvelebs aqvT ufro myari droiTi

orientacia da amaSi dasavlel mezoblebTan msgavseba

Cans. isini drois fiqsirebul raodenobas ganixilaven da

yofen mas garkveul erTeulebad. maTTan Sexvedrebis dro

dadgenilia da partniorebisaganac punqtualurobas moe-

lian. erTi dabrkoleba, rac myar droiT orientacias

xvdeba aRmosavleT evropis qveynebSi, aris regionis arap-

rognozirebadi da cvalebadi politikuri garemo, romel-

mac SeiZleba gamoiwvios moulodneli Seferxebebi.

regionis mosaxleobas gansakuTrebiT ainteresebs Tu

ra moxdeba momavalSi da rogor SeiZleba momavlis mov-

lenebis gakontroleba. momavalze orientaciis gamo biz-

nesi dainteresebulia iseTi gegmebis da winadadebebis mo-

ZiebaSi, romelic momavali warmatebis garanti iqneba. da-

gegmvis procesi enTuziazmiT mimdinareobs, Tundac gegme-

bis Sesrulebis gzebi gaurkveveli iyos. droSi SeuzRu-

davi momavlis grZnoba ganapirobebs maT mier grandiozu-

li gegmebis dasaxvas, romelTagan sabolood yvela ar

xorcieldeba. mniSvnelovania aseve warsuli, igi gavlenas

axdens regionis mosaxleobis cnobierebaze. yvelaze nak-

245

lebad mniSvnelovania awmyo. sami droiTi ganzomileba –

warsuli, awmyo da momavali – ufro metad ganixileba

rogorc erTmaneTTan kavSiris armqone, vidre erTi mTli-

ani wyoba1.

komunikacia. aRmosavleT evropelTaTvis damaxasiaTe-

belia maRali konteqstis komunikacia. komunizmis dros

formaluri komunikacia araefeqtiani iyo, radgan oficia-

luri informacia mTlianad ideologiuri azris mier

imarTeboda. regionis saqmosnebi dResac araoficialur

wyaroebs iyeneben biznesis marTvisa da informaciis gada-

cemisaTvis. mniSvnelovani biznes informaciis gadacema

xdeba personaluri kontaqtis dros da ara telefoniT

an eleqtronuli fostiT. zogierT SemTxvevaSi infomaci-

is gadasacemad gamoiyeneba sando Suamavali.

aRmosavleT evropelebi Riad da Tavisuflad gamoT-

qvamen sakuTar azrs politikaze, xelovnebaze, pirovnuli

interesebis sakiTxebze. am mxriv avlenen komunikaciis

pirdapir stils. maT aseve SeuZliaT Riad gaakritikon

sakuTari mTavroba da Tanamemamuleebi, magram ucxoelebi-

sagan amgvar kritikas cudad aRiqvamen.

regionSi mcxovrebTa umravlesoba Tavs aridebs Ria

kritikas da konfliqts profesiul konteqstSi, am Tval-

sazrisiT maT aqvT arapirdapiri komunikaciis stili. biz-

nesurTierTobebi SeZlebisdagvarad diplomatiuria, zru-

naven ra reputaciis SenarCunebaze. komunikaciis ufro me-

tad pirdapiri stili axasiaTebT rusebsa da ukrainelebs.

dsT-is qveynebis saqmosnebi biznes partniorebTan `di-

ax~-is TqmiT arian cnobilebi maSinac ki, roca ar gaaCni-

aT arc Zalaufleba da arc qoneba licenziebisa da re-

sursebisaTvis. isini uamrav dapirebas iZlevian, oRondac

ki gaagrZelon kontaqtebi ucxoelebTan. aRmosavleT ev-

1 D. M. Walker, Th. Walker, J. Schmitz, Doing Business Internationally, 2003, pg. 150.

246

ropis ufro metad ganviTarebul qveynebSi fuWi dapirebe-

bi da gayalbebuli monacemebi SedarebiT iSviaTia.

aRmosavleT evropelTaTvis aseve damaxasiTebelia

formaluri komunikacia, regionis yvela enas gaaCnia ofi-

cialuri meore piris mxolobiTi, romelic profesiul

viTarebaSi gamoiyeneba. saxeliT mimarTva mxolod megob-

rebs Soris gvxvdeba. aRmosavleTevropelebi oficialur

orientacias avlenen werilobiTi komunikaciis drosac,

iumori did rols TamaSobs regionis kulturaSi, prezen-

tacia-saubrebze misaRebia aseve personaluri anekdotebis

moyolac. profesiul Sexvedrebze Cacmuloba oficialu-

ria, Sexvedrebi cocxali, aqtiuri saxisaa.

aRmosavleT evropis xalxi sivrcesTan mimarTebaSi

mkveTr pirad orientacias avlens. komunizmis droindeli

represiebis dros, roca mTavroba ereoda adamianis cxov-

rebis yvela sferoSi, aRniSnuli regionis mosaxleoba mi-

eCvia piradi inforamciisa da saqmianobis gasaidumloebas.

sajaro adgilebSi piriqiT gvxvdeba, aq xalxi Zalian ax-

los aris erTmaneTTan, maT Soris fizikuri distancia

Zalian Semcirebulia.

aRmosavleT evropis komunaluri cxovrebis stili

Tanasworobis maCvenebelia, magram meore mxriv, biurokra-

tiuli sistema da avtoritaruli reJimi ierarqiulobaze

miuTiTebs.

individualizmi da koleqtivizmi. regionis yvela qve-

yanas aqvs Zlieri koleqtivisturi orientacia. saukunee-

bis ganmavlobaSi arsebulma ucxourma mmarTvelobam qvey-

nebis umravlesobaSi (ruseTis garda) warmoSva jgufuri

solidarobis grZnoba da qalaqebi da soflebi gaaerTia-

na ucxoeli dampyroblebis winaaRmdeg. sastiki fizikuri

garemos daZleva mxolod erToblivi ZalisxmeviT SeiZle-

boda da individebic TavianT mTel SesaZleblobebs ko-

leqtivs axmardnen.

aRmmosavleT evropelTaTvis individualur miswrafe-

bebze metad mniSvnelovania ojaxis, adgilobrivi Temisa

247

Tu eTnikurobis erTguleba, magram xSir SemTxvevaSi es

koleqtivisturi orientacia ar gulisxmobs kompaniisadmi

erTgulebas. Tu kompaniis politika zeda doneze dgeba

da muSebi ar iReben monawileobas mis SeqmnaSi, maSin ad-

gili aqvs muSaTa gulgril damokidebulebas saqmisadmi.

rac Seexeba saqarTvelos, Zalze gavrcelebulia

Tvalsazrisi qarTvelTa personalizmisa da individua-

listobis Sesaxeb, magram, fsiqologTa mier SemoTavaze-

buli klasifikaciiT, `saqarTvelo warmoadgens klasikur

`mcirejgufovan~ koleqtivistur kulturas~, sadac Ziri-

Tad socialur erTeuls Seadgens naTesaoba, samegobro,

nacnobTa wre da yoveldRiur cxovrebas gansazRvravs

swored am jufebSi arsebuli normebi. sazogadoebis wev-

rTa aseTi normebi saukuneTa manZilze yalibdeboda, ro-

ca saqarTvelo (misi calkeuli nawilebi) damoukidebeli

ar iyo da qveynisaTvis umniSvnelovanesi sakiTxebi mis

farglebs gareT wydeboda. calkeuli individis azrovne-

bisa da pasuxismgeblobis sivrce zemoT dasaxelebuli

jgufebiT Semoifargleboda (anu sakmaod viwro iyo) da

TiTqmis ar vrceldeboda ufro did socialur erTobaze

_ saxelmwifoze an erze da, miT umetes, iseT abstraqtul

normaze, rogoricaa kanoni1.

sabazro ekonomikaze gadasvlis procesSi centralu-

ri evropisa da baltiis biznes kulturaSi gvxvdeba `Sem-

TxveviTi individualisturi tendenciebi~. muSaTa indivi-

dualistur orientacias ganapirobebs premiebisa da sar-

geblis zrda, rac Sromis nayofierebasac zrdis. da mi-

anc, aRmmosavleT evropelTa umravlesoba amjobinebs

gundur muSaobasa da Tanasworobas.

konkurencia da kooperacia. komunizmis dros kompani-ebs Soris da aseve muSaTa Soris konkurencia azrs mok-

lebuli iyo, radgan arsebobda saxelmwifo monopoliuri

firmebi. aRniSnul periodSi yvela muSa Tanabar xelfass

1niJaraZe g., politikuri qceva saqarTveloSi, Jurn.: epoqa

(sazogadoebrivi mecnierebebi), Tb., 2001, 1, gv.7.

248

iRebda, dawinaurebas Sromis nayofiereba ar gansazRvrav-

da. am yvelaferma ki gaaZliera kooperaciuli orienta-

cia. Ria konkurencia mezoblebs Soris da samsaxurSi ko-

legebs Soris isev araeTikurad miiCneva aRm. evropaSi.

ukanasknel wlebSi komunizmis ngrevasTan erTad re-

gionSi konkurencia gaizarda, es gansakuTrebiT exeba cen-

tralur evropas, sloveniasa da baltiis saxelmwifoebs.

azrovnebis stili. aRmosavleT evropelTa azrovnebis

orientacia nawilobriv deduqciuria. regionis macxovreb-

lebi mniSvnelovan dros uTmoben sakiTxis gaazreba-gac-

nobierebis process mis ganxorcielebamde. es gansakuTre-

biT exeba poloneTs, ungreTs, CexeTis respublikas, ukra-

inas, slovenias da baltiis saxlemwifoebs, sadac sagan-

manaTleblo sistema Teorias praqtikaze maRla ayenebs.

azrovnebis induqciuri orientacia axasiaTebT rusebs, be-

lorusielebs, slovakebsa da ruminelebs. isini dros

xarjaven biznes gegmis praqtikuli detalebis ganxilva-

ze. maTi ganaTlebis sistema yuradRebas amaxvilebs kon-

kretuli monacemebisa da arsebuli gamocdilebis anali-

zis mixedviT swavlebaze.

regionis biznes kulturaSi fokusireba xdeba konkre-

tul detalze da ara mTelze, rac aCvenebs azrovnebis

nawilobriv xazovan orientacias. amavdroulad, gansakuT-

rebul sakiTxebze gadawyvetilebebis miRebisas

aRmosavleT evropelebi istoriul da filosofiur Sexe-

dulebebsac ganixilaven.

ganxiluli sakiTxebis gaanalizebidan vlindeba, rom

aRmosavleT evropis qveynebis kulturuli maxasiaTeblebi

araerTgvarovania, gansxvavebebi izrdeba qveynis ganviTa-

rebis donis mixedviT, evrokavSiris mezobel qveynebSi

ufro aSkaraa dasavluri ganviTarebis tendencia. qveynis

mmarTvelobiTi sistema mniSvnelovanwilad ganapirobebs

sociokulturul RirebulebaTa gadafasebas.

249


1. wereTeli i., kakiTelaSvili q., kultura da moder-

nizacia, Tb., 2006;

2. surmaniZe l., individualisturi da koleqtivistu-

ri sazogadoebebi, Tb., 2001;

3. sayvareliZe f., samoqalaqo ganaTlebis leqsikoni,

Tb., 1999;

4. D. M. Walker, Th. Walker, J. Schmitz, Doing Business Internationally, 2003;

5. http://lib.ge/body_text.php?8452;

6. http://semioticsjournal.wordpress.com/2010/11/22/;

7. http://chankotadze.wordpress.com/2010/06/09/;

Sophio Sichinava Georgia. Ivane Javakhishvili Tbilisi State University. Post graduate student

Cultural Characteristics of Eastern Europe

Summary

The orientations that play the greatest role in communication in the Eastern Europe are the being orientation to action, the high-context and indirect orientations to communication, and the private orientation to the space. Population of the region has the sense of pessimism and the fear of future and changes, because of the past repressive regimes, but modern demand of country’s development and the necessity of transition to the market economy are reducing these factors. Some countries of Eastern Europe, especially EU neighbour countries, have enough success in the process of transition through changing main cultural characteristics. Growth of individualistic orientation in communication is obvious in these countries and it is stipulated by increasing bonuses. Most Eastern Europeans still prefer team-based work with equality among members.

250

DAVID SIKHARULIDZE Doctor of Economics, Associate Professor

THE IMPACT OF NATIONAL CULTURE ON FORMATION OF NEW BUSINESS

Georgia, Tbilisi, Ivane Javachishvili Tbilisi State University

Societies vary in their ability to create and sustain entrepreneurial activity. While various explanations have been offered to account for these societal differences, an ever-growing body of literature posits that cultural attributes are one of the primary determinants of a nation’s level of economic1

and entrepreneurial development. National culture impacts levels of entrepreneurship both through the cultural values that are part of that society2 and through the institutions that are representative of that culture.

The forces that stimulate people to become entrepreneurs are widely deemed important, but poorly understood, at least in part due to competing definitions of entrepreneurship. For example, the economic sociologist Schumpter coined entrepreneurship as innovative and change oriented behavior. In contrast, alertness to opportunity recognition was the economist Kirzner’s definition.

Although there seems to be no generally accepted definition of entrepreneurship, many assessments are unified by the notion that entrepreneurship is about creating something new. A key focus for modern academic researchers is nascent entrepreneurship.

Nascent entrepreneurship is the initiation of activities that are intended to culminate in a viable new firm. Since entrepreneurship is motivated by different life circumstances, There is an explicit conceptual distinction be-tween “opportunity-based” and “necessity-based” entrepreneurship as con-textual motivations. Contextual motivation is the influence of social, eco-nomic, and political environments that shape individual behaviors, and thus may impact the likelihood of new firm founding among nascent entrepre-neurs. Recent empirical and conceptual evidence, suggests that it is the en-

1 Porter, M.E. (1990). The competitive advantage of nations. New York: The Free Press. 2 Hofstede, G. (1980). Culture’s consequences: International differences in work-related val-ues. Newbury Park, CA: Sage Publications.

251

trepreneur’s perception of the environment which plays a key role in the firm’s chances of success.

Necessity-based entrepreneurship involves people who start a business because other employment options are either absent or unsatisfactory. In contrast, opportunity-based entrepreneurship involves those who choose to start their own business by taking advantage of a perceived entrepreneurial opportunity.

Environments facilitate new business by providing the resources for new firms and their survival. These environments impact entrepreneurs and create new businesses. Thus, by integrating culture as a key feature, we will better understand the variation of opportunity versus necessity entrepreneurship at the aggregate level, and not just determinants of nascent entrepreneurship. There are important implications for understanding how macro factors direct contextual motivation for entrepreneurship if policy makers want to spur specific types of new business.

The concept of the nascent entrepreneur captures the flavor of the chaotic and disorderly founding process. A nascent entrepreneur is defined as someone who initiates activities that are intended to culminate in a viable new firm.1. Thus, a nascent entrepreneur is an individual characterized as actively engaging in the very early stages of organizational creation. People construct organizations that are culturally embedded and historically specific, reflecting societal conditions at a particular historical conjuncture. Organizational theorists have found evidence for the ongoing influence of social context on strategy and structure at the time the organization was founded. Thus, it is of relevance to investigate what prominent social institutions influence the structures of opportunity that shape interest and strategic action aimed at organizational creation. For instance, state policies influence decisions on whether or not to start a business; however, state policy itself reflects the broader national culture. Therefore, culture is a dominant force at the institutional level. Furthermore, a fundamental issue yet to be addressed is that few nascent studies have investigated how individuals are motivated by different cultural values in order to understand variation in rates of entrepreneurial activity at the country level.

1 Reynolds, P. D. (1991). Strategies for cross-national comparisons: matching research issues and analysis objectives. Small Business Economics, 3, 245–260.

252

all entrepreneurial activity is not caused by the same motives. Oppor-tunity entrepreneurship represents the voluntary nature of participation and necessity entrepreneurship reflects the individual’s perception that such actions presented the best option available for employment. Opportunity entrepreneurs expect their ventures to produce more high-growth firms and provide more new jobs. On the other h and, necessity motivated entrepreneurs generally found smaller businesses. However, necessity and opportunity motivated entrepreneurs are equally likely to succeed, although they establish somewhat different kinds of businesses.

There is broad evidence that suggests cultural characteristics are associated with national firm formation rates, and innovation, but these relationships are not consistent1.

Culture, from a new institutional perspective, is defined as a set of shared values, beliefs, and expected behaviors2. Cultural values reflect the degree to which a society considers entrepreneurial behaviors to be desirable. A culture that promotes entrepreneurial behaviors has a propensity to develop innovation. On the other hand, a culture that promotes conformity is less likely to promote such behaviors3.

According to social psychology, intentions toward pursuing an entrepreneurial opportunity are best predicted by three critical perceptions: that the entrepreneurial activity is perceived as personally desirable, perceived as supported by social norms, and perceived as feasible. However, it could be expected that social norms vary across cultures in regards to values towards entrepreneurship. For example, in some countries social norms are more supportive of entrepreneurial activity than in others. Respect for entrepreneurs is a fundamental social norm that can influence rates of firm formation. Thus, social norms impact cognitive style and behavior. Accordingly, it is important to identify how countries weave the propensity of business creation through the social fabric of cultural characteristics.

1 Shane, S. (1993). Cultural influences on national rates of innovation. Journal of Business Venturing, Elsevier, 8(1), 59–73. 2 Hayton, J. C., George, G., & Zahara, S. A. (2002). National culture and entrepreneurship: a review of behavioral research. Entrepreneurship Theory and Practice, 26,33–52. 3 Herbig, P. A., & Miller, J . C . (1992). Culture and technology: does the traffic move in both directions? Journal of Global Marketing, 6(3), 75.

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There are three major cross-cultural research endeavors aimed at un-derstating variations in national culture that often are applied to understand-ing various organizational facets and phenomena. First, there is the pioneer-ing work of Greet Hofstead among IBM employees in fifty countries. Sec-ondly, there is the Survey of Values, designed and orchestrated by the Is-raeli psychologist Shalom H. Schwartz. Finally there is the World Values Survey, expanded from a European Values Survey in the 1980s and now coordinated by US political scientist Ronald Ingle hart. The following discussion overviews research findings in regards to entrepreneurial activity.

Hofstede ’s research aimed to comprehend motivation at the national level through the frame work of entrepreneurial psychology. Hofstede’s research has been extremely valuable because it presents a concise taxonomy of significant cultural dimensions for explaining behavioral preferences of people in business organizations. Hofstede identified individualism–collectivism, uncertainty avoidance, power distance, and masculinity – femininity as the key dimensions to analyze national culture. Hofstede’s Power distance Index measures the extent to which the less powerful members of organizations and institutions (like the family) accept and expect the unequal distribution of power. Individualism is the one side versus its opposite, collectivism, is the degree to which individuals are integrated into groups. Masculinity versus its opposite, femininity refers to the distribution of roles between the sexes. Uncertainty avoidance deals with a society’s tolerance for uncertainty and ambiguity. As a result, a prominent amount of behavioral studies are skewed toward the four cultural dimensions identified by Hofstede for explaining behavioral processes. Such as, Shane who applied Hofstede’s four dimensional cultural frameworks to study national differences in rates of innovation and found that culture affects a country’s innovativeness1. As a result, the general consensus is that cultures with high individualism, low uncertainty avoidance, low power distance, and high masculinity are ideal foundations for entrepreneurial endeavors that value innovativeness.

An alternative approach to measure cultural differences has been de-veloped Schwartz. Schwartz suggested seven cultural domains based on

1 Shane, S. (1993). Cultural influences on national rates of innovation. Journal of Business Venturing, Elsevier, 8(1), 59–73.

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universal human value types. Employing multidimensional scaling proce-dures Schwartz identified seven culture level value types, which were sum-marized into three dimensions, namely: (1) embededness versus autonomy (2) hierarchy versus egalitarianism; and (3) mastery versus harmony1.

Thus within these three dimensions are seven cultural values: (1) conservatism: a society that emphasizes close-knit harmonious relations, the maintenance of status quo and avoids actions that disturb traditional order; (2) intellectual autonomy: a society that recognizes individuals as autonomous entities who are entitled to pursue their own intellectual interests and desires; (3) affective autonomy: a society that recognizes individuals as autonomous entities who are entitled to pursue their stimulation and hedonism interests and desires; (4) hierarchy: a society that emphasizes the legitimacy of hierarchical roles and resource allocation; (5) mastery: a society that emphasizes active mastery of the social environment and individual’s rights to get ahead of other people; (6) egalitarian commitment: a society that emphasizes the transcendence of selfless interests; and finally, (7) harmony: a society that emphasizes harmony with nature. Most recently, scholars studied the relationship between a country’s rate of nascent entrepreneurship, its level of economic development and entrepreneurial culture with the World Value Survey (WVS). Findings from their research confirm a positive relationship between culture and economic development. However, as a proxy for culture, this analysis uses the preva-lence of incumbent business owners, and the form of economic system. Thus, they recognize that their measure of culture is ,,rough”. Building on micro insights regarding value orientations of entrepreneurs, they aggregate measures from the WVS to create indicator s related specifically to an en-trepreneurial culture versus general culture in another research attempt. These measures are: (1) initiative (2) achieving (3) personal influence. Ini-tiative focuses on the actual definition of entrepreneurship, taking action. Achieving is related to the need of achievement as identified by McClelland2. And personal influence refers to personal locus of control

1 Schwartz, S. H. (1994). Are there universal aspects in the content and structure of values? Journal of Social Issues, 50,19–45. 2 McClelland, D. C. (1961). The achieving society. Princeton: D. van Nostrand Company Inc.

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identified by Rotter1. Consequently, in developing a specific measure of entrepreneurial culture based on insights on entrepreneurial trait research, scholars conclude that entrepreneurial culture and the rate of nascent entre-preneurship shows a significant positive relationship, in addition to a linear one. Suddle’s model2 of entrepreneurial culture proves insightful but, it can be misleading. Culture generally refers to patterns of human activity and the capacity to classify experiences and to communicate them symbolically. By aggregating individual’s measures from the WVS to create the index of en-trepreneurial culture, there is an inherent assumption that a country ’s cul-ture in its entirety is fundamentally entrepreneurial by nature. Culture is a large dynamic concept, which must be considered as a whole. This issue is exemplified in their analysis. Compiling all three measures together (initia-tive, achieving, personal influence), they find no significant relationship in their regression model.

Moreover, Levie and Hunt3 applied both Hofstead’s and Ingelhart’s models to investigate the role of culture with Global Entrepreneurship Monitor data for both opportunity and necessity entrepreneurship rates, in addition to total entrepreneurial index. They found only partial support for the cultural dimensions of both Hofstead and Ingelhart, when controlling for population growth. They conclude that a greater proportion of necessity based entrepreneurship occurs in the developing world and such countries tend to record lower individualism ratings than countries in the developed world, to the extent that there exists a significant negative correlation be-tween the two measures. There is, however, no correlation between indi-vidualism and total entrepreneurial activity or opportunity based activity. These results suggest the pressures of local social and economic conditions engender entrepreneurial activity despite any cultural constraints. A possi-ble reason for these findings is that they control for population growth over a six year period, yet only analyze a cross section of data for 2002. Thus,

1 Rotter, J . B . (1966). Generalised expectancies for internal versus external control of rein-forcement. Psychological Monographs, 80(1), 1–28. 2 Suddle, K., Beugelsdijk, S., & Wennekers, S. (2010). Entrepreneurial culture and its effect on the nascent entrepreneurship, I n A . Freytag and A. R. Thurik (eds.), Entrepreneurship and Culture, Springer, forthcoming. 3 Levie, J., & Hunt, S. (2004). Culture, institutions and new business activity: evidence from global entrepreneurship monitor. Frontiers of Entrepreneurship Research, Babson College, Boston MA.

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this analysis may over estimate the importance of population change in re-gards to rates of engagement, since engagement rate is only measured in 2002, and suppress the affects of cultural values.

daviT sixaruliZeE

saqarTvelo. iv. javaxiSvilis Tbilisis saxelmwifo univer-

siteti. ekonomikis akademiuri doqtori, asocirebuli pro-

fesori

erovnuli kulturis gavlena axali biznesis

formirebaze

reziume

Zalebi, romlebic ubiZgebs adamianebs samewarmeo saq-

mianobisken, mniSvnelovania, magram ar aris saTanadod

Seswavlili, nawilobriv, imitom, rom ar arsebobs mewar-

meobis sayovelTaod miRebuli ganmarteba. magaliTad,

ekonomisti da sociologi i. Sumpeteri mewarmeobas gan-

sazRvravs, rogorc inovaciur da cvlilebaze orientire-

bul saqmianobas. amis sapirispirod ekonomisti m. qircne-

ri mewarmeobas gansazRvravs, rogorc axali SesaZleblo-

bebis gamoyenebisadmi mzadyofnas. miuxedavad amisa, far-

Todaa gaziarebuli mosazreba, rom mewarmeoba aris ra-

Rac axlis Seqmnis procesi. Tanamedrove mklevarebi Ziri-

Tadad fokusirebulni arian formirebad mewarmeobaze.

ra faqtorebi ubiZgebs adaminebs wamoiwyon axali

biznesi? am kiTxvaze pasuxis gacema nawilobriv SesaZle-

belia kulturuli aspeqtebis identificirebiT, romle-

bic gavlenas axdens axali biznesis formirebaze.

am mxriv, aRsaniSnavia sami ZiriTadi kulturaTaSorisi

kvleva, romlebic miznad isaxavda erovnul kulturaSi ar-

sebuli cvlilebebis gansazRvrasa da organizaciul aspeq-

tebze maTi gavlenis Seswavlas. pirveli iyo g. hofstedes

pioneruli kvleva. meore, ebraeli fsiqologis, Salom

Svarcis mier Catarebuli kvleva da mesame _ ,,msoflio fa-

seulobis mimoxilva~, romelic miznad isaxavda arsebuli

kvlevis gafarToebas evropelTa faseulobebis SeswavliT.

257

leila qadagiSvili ekonomikis akademiuri doqtori, asistent-profesori

organizaciuli kultura da misi ganviTarebis

istoriuli aspeqtebi

saqarTvelo, Tbilisi, iv. javaxiSvilis saxelobis


organizaciebis saqmianobaSi mniSvnelovan rols as-

rulebs misi kultura. igi ara marto uzrunvelyofs mo-

cemuli organizaciis prestiJs, aramed xels uwyobs misi

saqmianobis efeqtianobis amaRlebas da, aqedan gamomdina-

re, Semosavlebis zrdas.

organizaciebis, rogorc iseTi warmonaqmnebis gan-

xilvam, romelTac aqvT TavianTi miznebi, mniSvneloba, ad-

gili da roli, faseuloba da qceva, ganapiroba organiza-

ciuli kulturis cnebis Seqmna. organizaciuli kultura

mecnierTa kvlevis sagnad sakmaod gvian XX saukunis 20 _

30-ian wlebSi iqca, rac daukavSirda meurneobriobis axa-

li pirobebis Seqmnas, gare samyaros Secnobisadmi in-

teresis zrdas, samecniero-teqnikur progress, persona-

lis ganaTlebis donis zrdas, muSakTa motivaciis cvli-

lebas.

mecnier-mkvlevarebi araerTgvarovnad ganmartaven or-

ganizaciul kulturas:

a. brauni: òrganizaciuli kultura aris rwmenaTa

sistema, Rirebulebebi da kvalifikaciisadmi Tavis gar-

Tmevis Seswavlili gzebi, romlebic ganviTarda organi-

zaciis istoriuli kursis ganmavlobaSi da gamoaSkaravda

materialuri RoniZiebebisa da organizaciis wevrebis qce-

viT~1.

e. sqeini: òrganizaciuli kultura aris a) ZiriTad

varaudTa sistema, b) mofiqrebuli, aRmoCenili an ganviTa-

rebuli calkeuli jgufebisis mier: g) igi swavlobs ga-

1 Brown, A. Organizational Culture. 2 nd edn, Financial Times Pitman, London. 1998 pp.9.

258

regani adaptaciisa da Sinagani integraciis problemebi-

saTvis Tavis garTmevas; d) sakmaod kargad muSaobs imis-

Tvis, rom efeqturad CaiTvalos e) arsebobs imisaTvis,

rom xeli Seuwyos axali wevrebis mier v) am probleme-

bis aRqmas, gansjas da SegrZnebas~1.

b. milneri: `garkveviT SeiZleba iTqvas, rom organiza-

ciuli kultura es aris faseulobebis, normebisa da prin-

cipebis erToblioba, romelsac iziarebs organizaciis

mTeli koleqtivi da romelic xels uwyobs garemosTan

organizaciis identificirebasa da Siga integracias~2.

v. kozlovi: òrganizaciuli kultura aris saqmiano-

bis normebisa da formaluri da araformaluri wesebis,

qcevebisa da tradiciebis, individualuri da jgufuri in-

teresebis, muSakTa qcevis Taviseburebebis, xelmZRvanelo-

bis stilis, Sromis warmoebaSi muSakTa kmayofilebis do-

nis da urTierTTanamSromlobis Sefasebis sistema~3.

T. xomeriki: òrganizaciuli kultura warmoadgens

organizaciuli tradiciebisa da adaT_wesebis, faseulo-

bebisa da simboloebis, ideologiisa da rwmenis, Cvevebi-

sa da ritualebis, socialuri normebisa da standartebis

erTobliobas, romelic Zlierdeba istoriuli ganviTare-

bis Sedegad da mniSvnelovan gavlenas axdens organizaci-

is wevrebis qcevasa da organizaciis efeqtianobaze~4.

am ganmartebebidan naTlad Cans, rom organizaciuli

kultura gansazRvravs organizaciis Rirebulebebs, rom-

lebic viTardeba organizaciaSi droTa ganmavlobaSi, Se-

iswavleba organizaciis wevrebis mier, gamoiyeneba maTi

qcevis orientirebad da problemebis gadamWrel saSuale-

bebad da vlindeba organizaciuli cxovrebis yvela aspeq-

tSi. nebismieri axali organizaciuli struqtura Seimu-

Savebs Tavis kulturas, romelic gansazRvravs am struq-

1 Schein, E. H. Organizational Culture. American Psychologist. 1990 pp. 111. 2 В. Милнер. Теория организации. ИНФРА - М., 2010, c. 263. 3 В. Козлов. Управление организационной културой. М., 1990, c. 36. 5 n. paiWaZe, T. xomeriki da sxv. menejmentis safuZvlebi. Tb., 2005, gv 175.

259

turis adgils, mis Siga da gare urTierTobebs da igi

strategiis SemuSavebisas, Zalauflebis ganawilebisas, ga-

dawyvetilebis miRebisas da personalis qcevisas warmo-

adgens erTgvar nimuSs, stereotips.

gamoyofen organizaciuli kulturis Semswavlel sam

skolas, romlebic erTmaneTisgan gansxvavdeba rogorc

kvlevis mimarTulebiT ise TviT organizaciuli kultu-

ris cnebis arsis gagebiTac. pirvelia e. w. `qcviTi sko-

la~. misi warmomadgenlebi iyvnen r. saierti, j. marCi, d.

hemptoni. organizaciuli kulturis Seswavlisas maT Tavi

aarides organizaciis saqmianobaSi personalis qcevis

normebisa da wesebis aseve saerTo faseulobaTa Seqmnis

kanonzomierebaTa Ziebas da analizs. meore e.w. èfeqtia-

nobis skolis~ warmomadgenlebi iyvnen t. dili, a. kene-

di, t. pitersi, r. uotermeni da sxvebi. TaviaanT gamokvle-

vebSi maT yuradReba gaamaxviles mxolod organizaciuli

kulturis gavlenis efeqtianobaze. mesame, `modelirebis

skolis~ warmomadgenlebma e. sqeinma, C. Hhendim, k. kame-

ronma, r. quinma da sxvebma organizaciuli kultura

kvlevis damoukidebel, avtonomiur obieqtad miiCnies. isi-

ni adgendnen organizaciuli kulturis formirebis mode-

lebs, maTi Sefasebis meTodebs, axdendnen kulturis tipe-

bis klasifikacias da a.S. organizaciuli kulturis me-

same skolis warmomadgenlebi Cveni Tanamedroveni arian. 1

organizaciul kulturas obieqturi da subieqturi

maxasiaTeblebi aqvs. obieqtur maxasiaTebelTa rigs gane-

kuTvneba organizaciaSi mimdinare realuri procesebi da

adamianTa qcevebi, maTSi damkvidrebuli urTierTobaTa

standartebi, ritualebi da tradiciebi, xolo subieq-

turs _ organizaciis koleqtivSi formirebuli Rirebu-

lebebi, Tvalsazrisebi, molodinebi ganwyobebi. amdenad,

SeiZleba iTqvas, rom organizaciaSi momuSave yvela pi-

rovnebas Tavisi wvlili Seaqvs organizaciuli kulturis

1 В. Козлов. Управление организационной културой. М., 1990, c. 31.

260

CamoyalibebaSi. Tavad organizaciuli kultura, rogorc

damoukidebeli faqtori mniSvnelovani mTlianobiT xasiaT-

deba, da Zlier zegavlenas axdens TiToeul momuSaveze1.

yoveli organizacia sakuTari saxis, sakuTari imijis

formirebis da saqmian samyaroSi maRali reputaciis Seq-

mnis da SenarCunebis aucileblobis winaSe dgas, rasac

aRwevs kidec organizaciaSi faseulobebsa da Rirsebebze

erToblivi Sexedulebebisa da mrwamsis sistemis SeqmniT.

faseulobebze warmodgena pasuxobs kiTxvaze, Tu ra iT-

vleba organizaciisaTvis mniSvnelovanad, xolo mrwamsi

gvagebinebs, Tu rogor unda ifunqcioniros organizaciam

da rogor unda imarTos igi ise, rom saqmian samyaroSi

hqondes maRali imiji da reputacia.

organizaciuli kultura (romelsac amJamad korpora-

ciul kulturasac uwodeben), rogorc erovnuli kultu-

ris Semadgeneli, Tavisi TaviseburebebiT gamoirCeva da

TiToeuli organizaciisTvis individualuria. calkeuli

organizaciebis donezec ki igi ar warmoadgens monoli-

Tur bloks da organizaciis yovel struqturaSi Tavisi

subkulturebi Sedis. es gansakuTrebiT kargad Cans mrava-

lerovnul korporaciebSi, radgan sxvadasxva erovnebis

adamianebs sxvadasxva kultura aqvT. organizaciis menej-

mentis amocanaa daaaxloos erTmaneTTan mis Semadgenlo-

baSi Semavali subkulturebi.

organizaciuli kultura, roca igi saerToa yvela iq

dasaqmebulisaTvis, aaqtiurebs da sainteresos xdis maT

Sromas, stimuls aZlevs novatorobas, ayalibebs keTilsa-

survel klimats, magram, Tu organizaciis faseulobebi

ver uzrunvelyofs dasaqmebulTa gaerTianebas da saerTo

miznis SesrulebisaTvis mobilizacias, maSin kultura ar

SeiZleba organizaciis potencialad CaiTvalos. ase rom,

organizaciuli kultura faseulobebis, Sexedulebebis,

1 http://psychologica.wordpress.com/

261

qcevis eTikuri normebis da wesebis ubralo Tavmoyra ki

ar aris, aramed maTi gamovlinebaa saqmianobaSi1.

organizaciuli kultura adamianTa sazogadoebis,

adamianTa jgufebisa da calke aRebuli individebis kul-

turis mixedviT iqmneba da viTardeba. kultura aRmocen-

deba da viTardeba istoriuli procesis dinebisas. amde-

nad igi dinamikuri procesia. kultura gadaecema adamia-

nidan adamians, Taobidan Taobas genetikuri memkvidreobis

msgavsad. gansxvaveba mxolod is aris, rom kulturuli

genis kodireba ar xdeba da individi mas mxolod Sromis

an swavlis procesSi eziareba. `kulturuli geni~ uzrun-

velyofs organizaciis TviTmyobadobas, drois garkveuli

periodis ganmavlobaSi mis specifikur kulturul struq-

turas. biologiuri genis darad kulturul memkvidreo-

biT erTeulSi maRali simyare (stabiluroba), SeTavsebu-

lia cvlilebebis aseve maRal unarTan2.

organizaciuli kulturis ganviTarebaSi igulisxmeba

misi formireba, SenarCuneba da cvalebadoba3. organizaci-

uli kulturis formireba xorcieldeba organizaciis mi-

er ori umniSvnelovanesi problemis gadawyvetiT; esenia

garemosTan adaptacia da Sinagani integracia. organiza-

ciuli kulturis SenarCunebisaTvis menejerebi mimarTaven

organizaciuli simboloebisa da wesCveulebebis daner-

gvas, wvrTnasa da swavlebas, dajildoebisa da statuse-

bis gansazRvris kriteriumebis dadgenas da a.S. gare kon-

kurenciisa da saxelmwifo regulirebis pirobebis cvli-

leba, mizanswrafuli ekonomikuri gardaqmnebi moiTxovs

organizaciis kulturis cvlilebas. kulturis cvlileba

misi SenarCunebis sawinaaRmdego procesia, romelsac axa-

siaTebs ritualebis rRveva, simboloebis, marTvis sti-

1 В. Милнер. Теория организации. ИНФРА - М., 2010, c. 263. 2 О. Г. Тихомирова. Организационная култура: формирование, развитие и оценка. С = П., 2008 c. 35 3 n. paiWaZe, T. xomeriki da sxv. menejmentis safuZvlebi. Tb., 2005, gv. 170.

262

lisa da stimulirebis kriteriumebis cvla, swavlebis

programebis gadasinjva, da a.S. organizaciuli kulturis

cvlilebebi mowmobs, rom es fenomeni ar aris statikuri.

kulturis SecvliT organizacia iZens axal misias,

saxavs axal miznebsa da ideologias, qmnis efeqtiani

xelmZRvanelobis modelebs, iyenebs wina saqmianobis ga-

mocdilebas, fesvgamdgar tradiciebsa da procedurebs,

afasebs organizaciis efeqtianobas, mis formalur struq-

turas da a.S. kulturaSi cvlilebebis procesi upirvele-

sad im faseulobaTa orientaciis cvliT ganisazRvreba,

romelic xorcieldeba socialur jgufSi, sazogadoeba-

Si, saxelmwifosa da organizaciaSi. kulturis ganviTare-

bis procesSi moZraobas mimarTulebas aZlevs faseuloba-

Ta dominanta (anu gabatonebuli faseuloba). organizaci-

is faseulobebSi cvlileba aucileblad iwvevs organiza-

ciul kulturaSi cvlilebas.

mTlianobaSi kulturis ganviTarebis istoria SeiZle-

ba adamianis individualuri, subieqturi sawyisis Tanda-

TanobiT gaZlierebad warmovidginoT. pirvelyofil sazo-

gadoebaSi jgufuri faseulobebi batonobda. amis safuZve-

li iyo tomuri, Temuri cxovreba, roca mefobda jgufu-

ri azrovneba. antikuri epoqidan daiwyo pirovnuli faseu-

lobebis _ eTikuris, esTetikuris warmoSoba. amas safuZ-

vlad daedo pirovnebis TviTSegnebis ganviTareba. faseu-

lobaTa ganviTarebis istoriis Semdegi etapi iyo egzis-

tencialuri faseulobebis, kerZod zneobrivi, religiuri,

politikuri da esTetikuri faseulobebis warmoqmna da

maTi pirovnuli da aRqmis doneze ayvana. am faseulobebis

SeqmniT faqtobrivad damTavrda obieqturi realobis su-

bieqtivizacia _ adamians mieca Siga da gare samyarosadmi

Tavisi damokidebulebis gamoxatvis SesaZlebloba.

erovnuli kulturebis specifika da istoriul per-

speqtivaSi maTi dinamika qveynebis organizaciul kultu-

rebzec aisaxa. Tavisi arsiT dasavleTis kultura warmo-

adgens analizurs, individualurs, inteleqtualurs, ar-

263

gumentirebuls, pativs scems adamianis kerZo samyaros.

dasavleTis kulturebSi amJamad pirovnebis absolituri

Tavisufleba dominirebs. aRmosavluri kultura warmoad-

gens sinTezurs, Seqmnils gansxvavebuli religiuri da

filosofiuri sistemebis Tanaarsebobis safuZvelze, ko-

leqtiurs da iWreba damianis kerZo samyaroSi anu aRmo-

savleTis kulturebSi mefobs koleqtiuri cnobiereba,

religiis, patriotizmis, ierarqiulobis, avtoritarizmis

da sxva prioritetebiT. afrikuli kulturebi aRmosavle-

Tis kulturebis msgavsia. isini ixrebian jgufuri faseu-

lobebisken, inarCuneben mkacr ierarqiulobas, Zalisa da

vaJkacobis kults, avtoritarul Zalauflebas, religiis

mniSvnelovan rols, ganviTarebul koleqtivizms. Cveni

qveynis organizaciuli kultura SeiZleba ganvixiloT,

rogorc Sualeduri evropul (individualuri kultura)

da aRmosavlur (koleqtiuri kultura) kulturebs Soris.

evropasTan saqarTvelos integraciis gaZlierebis kvalo-

baze, Seicvleba misi kulturis geografiac _ gaZlierde-

ba individualuri kultura da Semcirdeba koleqtiuri

kultura.

organizaciuli kultura rogorc resursi, da orga-

nizaciis ganviTarebis potenciali didi xnis ganmavloba-

Si (Tu ki igi xels uSlida organizaciis ganviTarebis

strategiis ganxorcielebas)

ignorirebuli iyo. Semdeg daiwyo arCeuli strategi-

is Sesabamisad kulturis Secvlis mcdeloba, ramac dade-

biTi Sedegi ar gamoiRo, amas mohyva arsebul organizaci-

ul kulturasTan strategiis Sesabamisoba anu masze da-

fuZneba. ase xdeba dResac da is warmatebebi, rasac dasav-

leTis Tu aRmosavleTis wamyvani firmebi aRweven, swored

organizaciis kulturisa da masze dakisrebuli strate-

giis Tavsebadobis Sedegia, miuxedavad im didi gansxvave-

bebisa rac iaponiisa da aSS-is kompaniebs axasiaTebs kul-

turasa da strategiasTan mimarTebaSi.

264

organizaciuli kultura ar arsebobs erovnuli kul-

turidan izolirebulad, mowyvetilad. masze did gavle-

nas axdens erovnuli kultura, erovnul kulturaze ki _

msoflio kultura. ase rom, organizaciuli kultura

erovnuli kulturis meSveobiT Tavis ganviTarebis gzaze

msoflio kulturis gavlenasac ganicdis. es gavlena gan-

sakuTrebiT gaZlierda dRevandeli globalizaciis piro-

bebSi, rac aiZulebs organizaciebs TavianTi organizaci-

uli kultura msoflio kulturis elementebiT Seavson

da msoflio gadmosaxedidan Seafason. maSasadame, organi-

zaciuli kultura is fenomenia, romelsac calkeul or-

ganizaciebTan ki ara aqvs marto kavSiri, aramed kavSiri

aqvs msoflio kulturasTan. globalizacia da informa-

ciuli teqnologiebis gavrceleba iwvevs ori urTierTsa-

winaaRmdego kulturis _ aRmosavleTis da dasavleTis

organizaciuli kulturebis integracias, aRmosavleTis

kompaniebi iReben dasavleTis organizaciuli kulturis

elementebs, dasavluri kompaniebi ki piriqiT _ aRmosav-

leTisas. specialistebis azriT, strategiul perspeqti-

vaSi sxvadasxva qveynebis, dasavleTisa da aRmosavleTis

kompaniebis organizaciul kulturebs aqvT mxolod gan-

viTarebis erTi veqtori, erTi mimarTuleba. es urTier-

TkavSiri da urTierTdamokidebuleba maT sxva Sanss ar

aZlevs.

265

Leila Kadagishvili Georgia. Ivane Javakhishvili Tbilisi State University. Doctor of Economics, Assistant-professor

Organizational Culture and Historical Aspects of its Development Summary

The discussion of organizations, which have their own goals, meaning, place and role, values and behavior, gave birth to the notion of organiza-tional culture. Organizational culture became the subject of interest for sci-entific research rather late, in the 20s and 30s of the XX century. This was related to the creation of new conditions for economy, understanding of the outside world, scientific and technical progress, improvement of education level of personnel, changes in motivation of employees, etc.

There are three basic schools, which study organizational culture. These schools differ in research directions, as well as in understanding the notion of organizational culture itself. The first school is, so called, “behav-ioral school”. This school was represented by R. Seifert, J. March, D. Hampton; the second is so called “the school of effectiveness” represented by T. Dili, A. Kennedy, T. Peters, R. Waterman and others and the third school is so called “the school of modeling”. Representatives of this school E. Schein, C. Hendi, K. Kameron, R. Cuin and others are our contemporaries.

Organizational culture was created and is developing on the basis of the culture of the society, groups of people and individuals. On the whole, the history of initial culture development can be understood as gradual de-velopment of an individual. The impact of national culture on organiza-tional culture is significant. National culture, itself is influenced by world culture. Thus, organizational culture is the phenomena, connected not only with definite organizations, but with the whole world.

266

giuli qeSelaSvili ekonomikis akademiuri doqtori, mowveuli profesori

O

organizaciuli kultura cvlilebaTa epoqaSi



msoflio ekonomikuri sistemis Camoyalibebis proces-

Si erovnul ekonomikaTa integracia gansxvavebuli gze-

biT xorcieldeba. globalizacia moicavs ara mxolod in-

tegracias, aramed daSlasac. igi obieqturi procesia Cve-

ni qveynisaTvis. globalizaciis procesma dRis wesrigSi

daayena qarTul kompaniaTa Siga urTierTobebis gadaxed-

vis sakiTxi. gaZlierda konkurencia saerTaSoriso baz-

rebze. konkurenciis gaZlierebasTan dakavSirebul yovel

niuanss, romelic xels uwyobs warmatebis mopovebas, au-

cileblad unda iTvaliswinebdes kompaniaTa xelmZRvane-

loba marTvis procesSi. Tanamedrove menejerebma, rom-

lebic kompaniaTa winsvliT arian dainteresebulni, unda

SeZlon maT winaSe mdgari problemebis aRqma da perspeq-

tivaTa swori gansazRvra. Cndeba kiTxva: `rogor gamoviye-

noT potenciuri SesaZleblobani kritikul situaciaSi?

dRes, rodesac mudmivad icvleba kompaniaTa konfigu-

racia, qreba organizaciuli struqturebis ara mxolod

tradiciuli, ierarqiuli elementebi, aramed TviT biznes-

procesebic, adgili aqvs TanamSromelTa masiur daTxov-

nebs, aqcentis gadatana xdeba samuSaos socialur-fsiqo-

logiur mxareze, mniSvnelovania am negatiuri movlenebis

kompensireba iseTi socialuri politikiT, romelic mi-

marTuli iqneba umuSevrobis winaaRmdeg.

Cven ganvixilavT organizaciul cvlilebebs, rogorc

organizaciuli efeqtianobis amaRlebis mizniT sasurvel

momaval mdgomareobaSi organizaciis gadayvanis dinamikur

process. Aaucileblad migvaCnia organizaciuli Sexedule-

bebis fundamenturi gadaxedva da biznesprocesebis radika-

267

luri cvlilebebis ganxorcieleba iseTi maCveneblebis gaum-

jobesebisaTvis, rogoricaa danaxarjebis struqtura, xaris-

xi, momsaxureba da qmedebaTa operatiuloba. sainteresoa ma-

Ti ganxilva organizaciuli kulturis zogierT elemen-

tTan mimarTebaSi. analizis procesSi gamoyenebuli iqneba

organizaciuli kulturis tradiciuli ganmarteba, romlis

Tanaxmadac kompaniis kultura unitarulia, istoriulia, as-

rulebs organizaciis marTvis instrumentis rols, damokide-

bulia top-menejmentis, an biznesis damfuZneblis qcevaze.

amosaval ganmartebas warmoadgens organizaciuli kulturis

ganmarteba, SemoTavazebuli o.s. vixanskisa da a.i. naumovis mi-

er: organizaciuli kultura aris organizaciis udidesi na-

wilis mier aRiarebuli marTvis filosofia da ideologia,

mosazrebebi, faseulobebze dafuZnebuli mimarTulebebi, war-

modgenebi, molodini, dadgenilebebi da normebi, romelTa sa-

fuZvelzec imarTeba urTierTobebi da urTierTqmedeba ro-

gorc organizaciaSi, ise mis farglebs gareT.

analizi daviwyoT organizaciuli kulturis adgilisa

da rolis SeswavliT reinJiniringis RonisZiebebis miRebis

procesSi. rogorc m. hameri da j. Campi weren, reinJinirin-

gi warmoadgens biznes-procesebis fundamentur gadafaseba-

sa da radikalur reorganizacias Tanamedrove biznesis

iseTi sakvanZo maCveneblebis arsebiTi gaumjobesebis miz-

niT, rogoricaa danaxarjebi, xarisxi, momsaxureobis done

da operatiuloba. mocemul gansazRvrebaSi oTxi sakvanZo

sityva gvxvdeba: fundamenturi, radikaluri, arsebiTi da

procesebi. teqnologiuri TvalsazrisiT, es niSnavs Sem-

degs: 1) firmis gankargulebaSi arsebuli materialuri re-

sursebis ufro efeqtur gamoyenebas; 2) warmoebis ufro

daxvewili saSualebebis gamoyenebis SesaZleblobas; 3)

firmis `miaxloebas~ saboloo momxmarebelTan. aRniSnu-

lis miRweva SesaZlebelia teqnologiuri struqturuli

erTeulebidan ekonomikur erTeulebze gadasvliT. TviT

erTeulebis gardaqmnis Sedegad icvleba organizaciuli

struqturebi, xdeba ierarqiuli biurokratuli organiza-

268

ciis gardaqmna martiv, horizontalur, qselur, an sxva sa-

xis struqturad, sadac nawilebis urTierTSeTanxmebisa da

maTi erT mTelad gaerTianebis gansxvavebuli principebi

moqmedebs1. amis garda, reinJiniringi SeiZleba ganxorciel-

des rogorc mTeli organizaciis, ise misi calkeuli qve-

danayofebis masStabiT. sargebeli, romelic organizaciam

SeiZleba miiRos reinJiniringis xarjze, Semdegia2: ixveweba

marTvis sistemebi; izrdeba ekonomikuri efeqtianoba; iz-

rdeba sawarmos socialuri mniSvneloba da sawarmos mier

inergeba marTvis avtomatizirebuli sistema.

ra saxis kavSiri arsebobs reinJiniringsa da organi-

zaciul kulturas Soris?

organizaciuli kultura – upirveles yovlisa, kompani-

is socialuri organizmis sulia. am sulis matareblebad

da Semqmnelebad organizaciis TanamSromlebi gvevlinebian.

reinJiniringis RonisZiebaTa warmatebiT gansaxorcie-

leblad saWiroa:

- organizaciis saqmianobiT dainteresebuli mxareebis

interesTa dabalanseba. organizaciaSi unda arsebobdes

kultura, romelic uzrunvelyofs yvela ZiriTadi jgu-

fis interesTa dakmayofilebas, iqneba es menejeri, aqcio-

neri, momxmarebeli Tu rigiTi TanamSromeli. interesebis

gadawonva romelime jgufis sasargeblod SeiZleba rein-

Jiniringis warumateblobis mizezi gaxdes.

- marketinguli, informaciuli teqnologiebisa da

organizaciuli struqturis gardaqmnasTan dakavSirebuli

teqnologiebis dabalanseba. organizaciuli kultura un-

da iyos iseTi saxis, rom xels uwyobdes menejeruli po-

litikis gatarebas reinJiniringis RonisZiebaTa xarjze.

- balansis miRweva organizaciuli kulturis sxvadas-

xva doneebs Soris.

1.Акулов Б. В., Теория организации, Петрозаводск, 1999. С. 230. 2. Бородин А. И., Методология и инструментальные средства для проведения реинжиниринга /// Менеджмент в России и за рубежом. 2003. №3. С. 45.

269

- balansis miRweva organizaciuli kulturis erTi da

igive donis sxvadasxva elementebs Soris.

1960-70-ian wlebSi samsaxuridan ZiriTadad dabalkva-

lificiur muSakebs iTxovdnen, dRes samsaxuridan ZiriTa-

dad kvalificiur personals, dabali da saSualo donis

menejerebs iTxoven. mmarTvelobiTi cvlileba uSualod

ukavSirdeba ekonomikur kriziss da erovnuli, an msof-

lio ekonomikis masStabebis Semcirebas.

1980-ian wlebSi amerikis ekonomikas dartyma miayena

iaponuris SeWram. aseT pirobebSi aucilebeli gaxda ame-

rikeli saqonelmwarmoeblebis konkurentunarianobis

amaRlebis RonisZiebebis gamoZebna. gamosavali moiZebna,

romelsac uiliam ouCim sruliad lakonurad `Teoria Z”

uwoda. `Teoria Z”-is Tanaxmad biznesis efeqtianobis

zrdis procesSi ZiriTadi aqcenti unda gakeTdes rigiTi

muSakis dainteresebasa da mis xangrZliv dasaqmebaze.

swored es axali Sexeduleba muSakis Sesaxeb gaxda fsi-

qologiuri kontraqtis safuZveli: biznesi yovelmxriv

zrunavs daqiravebul TanamSromlebze, romlebic Tavis

mxriv Tavdauzogavad emsaxurebian kompaniis interesebs.

fsiqologiuri kontraqti didi xnis manZilze amarTleb-

da, razec aSkarad metyvelebda mravali amerikuli kompa-

niis konkurentunarianobis amaRleba.

1990-ian wlebSi amerikul kompaniebs samsaxurebidan

masobrivi daTxovnis talRam gadauara. Tumca, amerikulma

kompaniebma nacvlad 40 milioni Zveli samuSao adgilisa,

Seqmnes 70 milioni axali samuSao adgili. amasTan, samsa-

xuridan daTxovnili muSakebis mxolod 35% Soulobda

samsaxurs igive anazRaurebiT. yvela sxva SemTxvevaSi maT

samsaxurSi iRebdnen ufro dabali xelfasiT wina samu-

Sao adgilTan SedarebiT. rogorc wesi, es iyo droebiTi,

an naxevarganakveTiani samuSao.Aanalogiur RonisZiebebs

saxelmwifo marTvis seqtorSic iyeneben iseTi ideologi-

uri devizebiT, rogorcaa magaliTad, `yoveli Tanam-

270

Sromeli mewarmea!~, `SevumciroT saxelmwifo gadasaxade-

bi gadasaxadis gadamxdelebs!~.

jer kidev maSin, rodesac klintonis administraciam

272 400 federaluri samuSao adgili gaauqma, samsaxurebi-

dan masiuri daTxovna sazogadoebaSi pesimisturi ganwyo-

bilebis mizezi gaxda, rac aisaxa rogorc saxelmwifo,

ise kerZo organizaciebis TanamSromelTa moralur mdgo-

mareobaSi. amis garda, gatarebulma RonisZiebebma mrava-

li kompaniis imedi ver gaamarTla: biznesis rentabeloba

umniSvnelod gaizarda.

sawarmoTa xelmZRvanelebi cdiloben gaataron aqtiu-

ri strategiuli politika da am gziT Secvalon steok-

holderebis interesTa balansi. fsiqologiuri kontraq-

tis rRveva iwvevs organizaciis top-menejmentisa da aqci-

onerebis interesebis aSkara gadawonvas rigiTi Tanam-

Sromlebis interesebTan SedarebiT, rasac cxadhyofs

Sromis anazRaurebis is kolosaluri gansxvaveba, rome-

lic arsebobs dRes mmarTvelobiTi piramidis wversa da

mis ZirSi myof rigiT TanamSromlebs Soris. maRalanaz-

Raurebadi samuSao adgilebis Semcirebis gziT top-menej-

menti zogavs korporaciis im finansur resursebs, romle-

bic ixarjeba xelmZRvanelobis premiebisa da aqcionere-

bis maRali dividendebis dasafarad.

Aamgvarad, gasatarebel RonisZiebaTa efeqtianobis

amaRlebis mizniT aucilebelia ara mxolod firmis saqmi-

anobaze moqmedi Siga faqtorebis, aramed gare faqtorebis

gaTvaliswinebac. Siga faqtorebs miekuTvneba iseTi orga-

nizaciuli kulturis arseboba, romelic mogvcems Tanam-

SromelTa umetesobisaTvis menejeruli cvlilebebis um-

tkivneulod ganxorcielebis saSualebas. gare faqtorebs

SeiZleba mivakuTvnoT upirveles yovlisa, socialuri po-

litikis is Taviseburebani umuSevrebTan mimarTebaSi, ro-

melic tardeba ama Tu im qveyanaSi.

amJamad, maRali konkurenciis pirobebSi, warmatebas

aRweven is kompaniebi, romlebic akmayofileben momxmare-

271

belTa moTxovnebs xarisxTan, momsaxurebasTan da faseb-

Tan mimarTebaSi. es faqti moaswavebs totaluri xarisxis

menejmentis epoqis dadgomas, romelmac unda uzrunvel-

yos organizaciisa da misi yvela wevris zrunva maRal

xarisxze, mudmiv gaumjobesebaze da momxmarebelTa moT-

xovnebis dakmayofilebaze.

mocemul midgomas Seesabameba momxmarebelze orienti-

rebuli organizaciebis Seqmna, romlebic mTel TavianT Za-

lisxmevas warmarTaven momsaxurebis xarisxis amaRlebaze.

am ideis warmodgena SesaZlebelia gadabrunebuli organi-

zaciuli piramidis saxiT, sadac ZiriTadi yuradReba daeT-

moba momxmareblebisa da klientebis momsaxurebis xarisxs,

romlebic ganlagebulni iqnebian organizaciis mwvervalze.

amgvarad ganxorcielebuli menejmenti moiTxovs, rom

muSakebi uSualo gavlenas axdendnen momxmareblebze, sa-

Sualo donis menejerTa da ostatTa qmedebani mimarTu-

li iyos muSakTa mxardasaWerad, top-menejerebma ki mkafi-

od Camoayalibon organizaciis misia, miznebi, amocanebi,

dasaxon strategia da efeqtianad gamoiyenon resursebi.

272

radgan Cven vcxovrobT mudmivi cvlilebebis epoqaSi,

sadac xdeba organizaciuli procesebis axleburi gaazre-

ba da dagegmva,Ees procesebi mimarTuli unda iyos inova-

ciaTa danergvasa da efeqtianobis zrdaze da unda uzrun-

velyofdes organizaciis miznis miRwevas saqmianobis mo-

dernizaciisa da rekonfiguraciis ganxorcielebis Sede-

gad. saqarTveloSi iqmneba da viTardebaEeleqtronuli

korporaciebi, romlebic iyeneben internetsa da sainforma-

cio teqnologiebs imisaTvis, rom ganaxorcielon saqmiano-

bis kompiuteruli integracia, anu iqmneba ,,ekonomika agen-

tebis gareSe~. Ees xels uwyobs adamianSi saukeTeso SesaZ-

leblobebis gamovlenas, radgan igi adamians miiCnevs maRa-

li organizaciuli Sedegis miRwevis mTavar resursad.

Giuli Keshelashvili Georgia. Ivane Javakhishvili Tbilisi State University. Doctor of Economics, Visiting Professor

Organizational Culture in the Age of Changes Summary

The presented work provides analysis of the substance and significance of organizational culture under globalization conditions. In particular, it identifies necessity of dramatical reorganization of the business processes in order to im-prove such key indicators of business as costs, quality, service level and oper-ability. This could be achieved via transformation from technological structural units to the economic units. This requires transformation of the bureaucratic organizational structures into such simple, horizontal, network or other struc-tures, where the different principles of harmonization of its components and unifying into one whole will apply. In Georgian companies, for successful im-plementation of transformations the interests of the parties interested in their activities should be balanced; as well as balancing of the marketing, IT and technologies related to transformation of organizational structure; achievement of balance between different levels of organizational culture; achievement of balance between different elements of one and the same level and achievement of such level of development of the organizational ideology, where the efforts of the personnel and innovations will be implemented at fullest possible extent.

273

giorgi yifiani fsiqologiur mecnierebaTa doqtori,

asocirebuli profesori

komunitaruli organizaciuli kultura da efeqturi

lideroba saqarTveloSi



Tanamedrove organizaciul fsiqologiaSi Camoyalib-

da SedarebiTi kulturaTaSorisi kvlevebis mimarTuleba,

romlis mizania gairkves kavSiri marTvis ideologiasa da

konkurentunarianobas Soris rogorc calkeuli organi-

zaciis, aseve mTeli qveynis doneze (Lodge G.C., Vogel E.F.1987,

Thompson I.B.1984, Lodge G.C.1995, Соснин В.А. 1997). am midgomis

mixedviT, eri maSin aRwevs ekonomikur efeqtianobas, ro-

desac misi ideologia koherentulia, SeTanxmebulia praq-

tikasTan da amave dros ers SeuZlia adaptireba, raTa

gansazRvros Tavisi miznebi da miaRwios maT; b)saxelmwi-

foSi dominantur, mTavar ideologiasa da saxelmwifo in-

stitutebis realur praqtikas Soris arsebobs minimalu-

ri gansxvaveba.

erovnuli ideologia xuTi komponentis mixedviT Se-

iZleba ganisazRvros: 1. individis sazogadoebasTan,

jgufTan urTierTkavSiris tipi da individualuri inte-

resebis dakmayofilebis saSualebani. 2. individisa da sa-

zogadoebis interesebs Soris urTierTkavSiris gamovle-

nis formebi da institucionaluri garantiebi. 3. momsaxu-

rebisa da saqonlis warmoebaze kontrolis misaRebi sa-

Sualebani. 4. saxelmwifos roli, 5. realur samyarosa da

bunebis Sesaxeb dominanturi warmodgenebi.

yoveli eris realuri erovnuli ideologia SeiZleba

ganxilul iqnes rogorc ori idealuri tipis: individua-

lizmisa da koleqtivizmis (komunitarizmis) Tanafardo-

ba. Sesabamisad individualizmi SeiZleba xuTi komponen-

274

tis safuZvelze ase daxasiaTdes: 1. individualizmi gu-

lisxmobs warmodgenebs sazogadoebis atomistur koncef-

ciaze: individi umaRlesi Rirebulebaa, sazogadoeba aris

damoukidebel individTa jami da misi interesebi ganisaz-

Rvreba individualuri an jgufuri konkurenciis princi-

pis `SesaZleblobaTa Tanabaruflebianobis~, `kontraqtis~

ideiT, romelic akavSirebs individebs, rogorc mSrome-

lebsa da samuSaoTa mimcemebs, aseve, rogorc myidvelebsa

da gamyidvelebs. 2. kerZo sakuTrebis uflebis principi

umTavresi Rirebulebas warmoadgens, rogorc individis

uflebaTa aRiareba da saxelmwifos Zalauflebisgan Ta-

visuflebis principi. 3. sabazro konkurencia momxmareb-

lis moTxovnilebaTa dasakmayofileblad. Tavisufali sa-

bazro konkurenciis suli asaxulia aSS antitrastul ka-

nonebsa da praqtikaSi, romlis mixedviTac kargi sazoga-

doeba avtomaturad iqmneba konkurenciis Sedegad da rac

Zlieria konkurencia, miT ukeTesia sazogadoeba. 4. saxel-

mwifos mxridan dagegmvisa da kontrolis SezRudulobis

koncefcia. susti xelisufleba ukeTesia. individualiz-

mis damcvelebi yovelmxriv ewinaaRmdegebian yovlisSem-

Zle xelisuflebis Seqmnas. 5. msoflios mTliani sura-

Tis, bunebisa da sazogadoebis `fragmentizaciis~, mecnie-

ruli specializaciis principi.

koleqtivizmi (komunitarizmi) Sesabamisad Semdeg

principebs gulisxmobs: 1. sazogadoeba warmoadgens ara

jams calkeuli damoukidebeli individebisa, aramed uf-

ro mets - organul erTianobas. Tu sazogadoeba (qveyana,

kompania an sxva gaerTianeba) kargadaa organizebuli, mi-

si wevrebi mtkiced iqnebian dakavSirebulni. aq kontraq-

tis nacvlad konsensusi gamoiyeneba individTa urTierTo-

bebis dasaregulireblad. 2. movaleobis Zlieri cnobiere-

ba. socialur movaleobebs meti mniSvneloba aqvs, vidre

adamianis uflebebs. 3. sazogadoebis interesebi priorite-

tulia individualuri momxmareblis survilebTan Seda-

rebiT. biznesis aqtivobis sazogadoebis moTxovnilebeb-

275

Tan harmoniaSi moyvanisaTvis gamoiyeneba: regulirebadi

sabazro konkurencia, biznesis samTavrobo regulireba,

partnioroba mTavrobasa da bizness Soris da korporaci-

uli kanonebis Seqmna. 4. aqtiuri, dagegmvaze orientirebu-

li da Zlieri saxelmwifos koncefcia. aziis komunitaru-

li saxelmwifoebi ganwyobilni arian ufro metad biznesis

sasargeblod, vidre araintervencionistuli politikis

mimdevari dasavleTis qveynebi. 5. samyaros, bunebisa da sa-

zogadoebis xedvaSi holizmis (mTlianobis) principi.

harvardis biznes-skolis mecnierebis j. lodjisa da

e. fogelis mier ganxorcielebulma kvlevam aCvena, rom

erebis konkurentunarianoba Semdegnairad dalagda (kle-

bis mixedviT):

1) iaponia, korea, taivani (komunitarizmis sxvadasxva

formebi);

2) germania (komunitarizmi mis sxvadasxva formebs

Soris winaaRmdegobrivi damokidebulebebiT);

3) safrangeTi, brazilia (individualizmi komunita-

rizmis tendenciebiT da saxelmwifo komunitarizmiT);

4) didi britaneTi, aSS, meqsika (individualizmis

sxvadasxva formebi).

qveynis konkurentunarianoba am kvlevaSi sami ekonomi-

kuri maCveneblis mixedviT gaizoma: 1. yovelwliuri erov-

nuli produqtis zrdis koeficienti, 2. saeqsporto baz-

ris wilis cvlilebis koeficienti da 3. investiciebis wi-

li erovnul produqtSi. amdenad komunitaruli ideolo-

giis mqone qveynebi ufro efeqturebi aRmoCndnen saerTa-

Soriso ekonomikuri konkurenciis sistemaSic. iaponia XX

saukunis 80-ian wlebSi akontrolebda msoflio finanse-

bis 40%-s da iyo yvelaze didi kreditori. amerikis See-

erTebuli Statebi ki yvelaze did mevales warmoadgenda.

strategiuli menejmentis disciplinaze gavlena moax-

dina ekonomistebis naSromebma, romlebic dasavluri in-

dividualizmis produqti iyo da maqs veberis varaudebs

uyrdnoboda (Andrews, 1998). veberi Tvlida, rom konfucia-

276

nuri eTikaa pasuxismgebeli aziis ganuviTareblobaze, xo-

lo protestantizmi dasavleTis ekonomikur ganviTarebas

ganapirobebda, magram XX saukuneSi aRmosavleTis qveynebis

swrafma winsvlam uaryo veberis varaudebi (Ruttan, 2002).

lester Turoum (Thurow, 1999), iklevda ra ideologia-

sa da globalur Sejibrs Soris urTierTobas, aCvena,

rom komunitaruli ideologia germanelebsa da iapone-

lebs aZlevs saSualebas Seqmnan mZlavri aliansebi, Seq-

mnan axlo urTierTobebi xelisuflebasa da bizness So-

ris da maRali xarisxis urTierTTanxmobas miaRwion mo-

samsaxureebsa da samuSaos mimcemebs Soris.

qveynisaTvis dominanturi ideologiis garkvevis erT-

erT gzas warmoadgens sazogadoebrivi da organizaciuli

marTvis stilis SedarebiTi kulturaTaSorisi kvleva,

romelic qvemoT iqneba aRwerili.

liderobisa da organizaciuli efeqtianobis kvlevis

programa GLOBE (Global Leadership and Organizational Behavior

Effectiveness Program), romelic saqarTveloSic ganxorciel-

da 1999 wels, moicavda msoflios 61 qveynis 170 mecnieris

mier dagegmil sazogadoebrivi da organizaciuli kultu-

risa da praqtikis kompleqsur Seswavlas. programis miza-

ni iyo Seeqmna cxovrebiseul masalaze dayrdnobili Teo-

ria, romelic aRwerda, gaanalizebda da im efeqtis winas-

warmetyvelebas moaxdenda, romelsac sxvadasxva qveynis

kulturuli Taviseburebebi axdenen liderobasa da orga-

nizaciul procesze (House, Hanges, 2004).

programaSi GLOBE monawile mecnierTa mier SemuSavda

liderobis samuSao gansazRvreba. am gansazRvrebis mixed-

viT, lideroba aris individis unari, moaxdinos adamianebze

zegavlena da maTi motivireba, raTa misces SesaZlebloba

Seitanon wvlili im organizaciaTa warmatebaSi, romlis

wevrebic isini arian. aseve SemuSavda analizis rogorc sa-

zogadoebrivi, aseve organizaciul donisaTvis kulturis

samuSao ganmarteba - rogorc jgufis wevrTa erToblivi ga-

mocdilebis Sedegad miRebuli urTierTgaziarebuli moti-

277

vebis, Rirebulebebis, rwmenebis, identobebis, mniSvnelovan

movlenaTa ganmartebebis erToblioba, romlebic gadaicema

Taobidan TaobaSi (House, Hanges, 2004).

programis farglebSi saqarTveloSi Seswavlili fi-

nansuri da satelekomunikacio industriis wamyvan orga-

nizaciaTa umetesoba reformis etapze iyo. gamokvleva

Semdegi blokebisgan Sedgeboda: a)sazogadoebrivi da or-

ganizaciuri kulturisa da liderobisTvis aucilebeli

Tvisebebis sakvlevi kiTxvarebi Seavso saSualo rgolis

256 menejerma, b)Catarda ori fokusirebuli diskusiis

jgufi liderobisTvis mniSvnelovani sakiTxebis gamosav-

lenad, g)ganxorcielda Tvisobrivi masalis mosapoveblad

50 menejeris interviuireba, d)gaanalizda sagazeTo da

saJurnalo publikaciebi marTvis sakiTxebis Sesaxeb.

kvlevis programis Teoriul bazas warmoadgenda in-

tegracia liderobis implicituri Teoriisa (Lord da

Maher 1991), kulturis Rirebulebebisa da rwmenis Teorii-

sa (Hofstede, 1991), erovnuli ekonomikuri ganviTarebisa da

motivaciis implicituri Teoriisa McClelland (1961, 1985)

da organizaciuli efeqturobis struqturuli ganpirobe-

bulobis Teoria (Donaldson, 1993). am integrirebuli Teori-

is detaluri ganxilva mocemulia SromaSi House, Wright,

Aditya (1997). kvlevis Sedegad gamoiyo liderobis eqvsi tipi: qa-

rizmatuli, gundze orientirebuli, TanamonawileobiTi,

humanuri, avtonomiuri da TviTdacviTi. qarizmatul-tran-

sformaciuli lideroba efeqturad miiCneva gamokvlevaSi

monawile yvela qveyanaSi. qarizmatulobas Semdegi Tvise-

bebi qmnian: sandooba, samarTlianoba, waxalisebis unari,

dinamiuroba da winaswarWvretis unari. aseve mniSvnelova-

nia efeqturi liderobis meore tipi - gundze orientire-

buli lideroba. aseTi lideri efeqturia gundis Seqmna-

Si, urTierTobasa da koordinirebaSi.

programis GLOBE Sedegebis mixedviT saqarTvelo ev-

ropuli qveynebis jgufSi gaerTianda evropul istoriasa

278

da geopolitikur ganviTarebasTan siaxlovis gamo, iseve

rogorc ruseTi da TurqeTi. statistikuri masalis damu-

Saveba msgavs kulturaTa gamoyofis mizniT iZleva qveyne-

bis or did jgufsa da ramdenime qvejgufs. saqarTvelo

ufro axloa samxreT evropis qveynebTan, magram calke

qvejgufs qmnis, es ki imas niSnavs, rom marTvis qarTuli

kultura mniSvnelovnad gansxvavdeba Tundac mezobeli

ruseTisa da TurqeTis kulturebisagan. saqarTvelo qmnis

calke qvejgufs samxreTevropuli qveynebis jgufSi la-

Tinuri qveynebis (italia, espaneTi, portugalia), axlo

aRmosavleTis (TurqeTi, saberZneTi da centraluri evro-

pis (poloneTi, slovenia) qvejgufebTan erTad (Brodbeck,

2000). dasavleT evropis jgufSi ki Sedian inglisurnovani

qveynebis qvejgufi (inglisi, irlandia), CrdiloeTis qvey-

nebis qvejgufi (SvedeTi, fineTi, dania, holandia) da ger-

manulenovani qveynebis qvejgufi (avstria, germania, Cexe-

Ti), aseTi dajgufeba asaxavs garkveul msgavsebas Sefase-

bebSi, magram es ar niSnavs, rom sxva qvejgufebTan ar

aRiniSneba msgavseba. magaliTad, administraciuli unare-

bi yvelaze metad fasoben qarTvel menejerebTan, iseve

rogorc germanul qveyanaTa klasterSi da rusebTan. qar-

Tvelebi iseve maRal Rirebulebas aniWeben lideris avto-

nomiurobas, rogorc germanuli qveynebis menejerebi da

Cexebi (Brodbeck da sxvebi, 2000). ojaxuri koleqtivizmis

siZliere aRmosavluri qveynebis menejerTa pasuxebis Ta-

viseburebad miiCneva, evropaSi ruseTi, saqarTvelo da

TurqeTi iReben SedarebiT maRal maCveneblebs am ganzomi-

lebis mixedviT (Koopman da sxvebi 1999). programaSi mona-

wile yvela qveynis monacemTa analizi moyvanilia saJur-

nalo statiebis specialur tomebSi (House R, Javidan, M.,

2002; Dastmalchian A. 2001), krebulSi (R. J. House, P.J. Hanges,

2004), monografiaSi (yifiani g. 2002) da aseve veb-gverdze

http://www.thunderbird.edu/sites/globe/

279

siRrmiseuli intervius dros qarTvelma menejerebma

yvelaze xSirad aRniSnes lideris Semdegi Tvisebebis mniS-

vneloba:

1)adamianuroba, 2)specialuri codnis done, 3)momTxovne-

loba, 4)samarTlianoba, 5)organizatoruli unarebi, 6)yurad-

Rebianoba, 7)simkacre, 8)megobruloba, 9)mzrunveloba, 10)dis-

ciplinirebuloba, 11)komunikabeluroba, 12)mzrunveloba,

13)sikeTe. menejerebi miuTiTebdnen lideris, rogorc `kacu-

ri kacis~ daxasiaTebas. am cnebaSi moiazreba megobruloba,

saimedooba, mzrunveloba, pasuxismgebloba.

eqspertuli codnis maRali Sefaseba (meore adgili mniS-

vnelobis mixedviT) menejerebis mier miuTiTebs, rom saqar-

TveloSi profesiuli codnis mqone xelmZRvanelebi iqnebian

maRali avtoritetis mqone, araprofesionalebi ki nakleb

ndobas daimsaxureben saSualo rgolis xelmZRvanelebTan.

sxvadasxva Tvisobriv masalaze kvlevis SedegTa kom-

pleqsuri analizi aCvenebs, rom qarTveli menejerisTvis

idealuri xelmZRvaneli aris momTxovni da obieqturi

specialisti, mzrunveli da megobruli, romelic òrgani-

zacias warmarTavs rogorc ojaxs da TanamSromlebis

gverdiT aris Wirsa da lxinSi~. aseTi lideris tipi cno-

bilia marTvis fsiqologiaSi, rogorc paternalisturi

xelmZRvaneli - `mzrunveli mama~ da farTod aris gavrce-

lebuli maRali koleqtivizmis mqone qveynebSi (xmelTaSu-

azRvispira, aziisa da afrikis qveynebi). gamokvlevis Sede-

gebi adasturebs, rom jgufuri da ojaxuri koleqtiviz-

mis maCvenebeli erT-erTi yvelaze maRalia saqarTveloSi

sxva qveynebTan SedarebiT. am maCveneblis mixedviT saqar-

Tvelo meore adgilzea sxva qveyanaTa Soris. qarTvelebi

gamoxataven survils, rom ojaxuri koleqtivizmi moma-

valSi odnav naklebi iyos. sayuradReboa, rom organiza-

ciebis doneze aRiniSneba survili gaZlierdes koleqti-

visturi orientacia. amasTan erTad momavalSi menejerebs

surT, rom sazogadoeba ufro metad individualisturi

gaxdes da sxva qveynebTan SedarebiT Zlier individua-

280

lizms gamoxataven (saqarTvelo yvelaze individualistu-

rad orientirebul qveyanaTa jgufSia).

saqarTvelos safinanso da satelekomunikacio mrewve-

lobis saSualo rgolis menejerebma efeqturi liderobi-

saTvis yvelaze metad mniSvnelovan TvisebaTa erToblio-

bebi Semdegi TanmimdevrobiT ganalaga: 1) administraciu-

li unarebi; 2)gadawyvetilebis unarebi (nebisyofa, logi-

kuroba, intuicia); 3) miRwevis maRali motivacia; 4)momav-

lis xedvisa da dagegmvis unari; 5)zneobrivi Tvisebebi

(patiosneba, samarTlianoba, sandooba); 6)humanuroba (sike-

Te, TanagrZnoba); 7)diplomatiuroba (molaparakebis war-

moebis unari, urTierTmomgebian gadawyvetilebaze orien-

tacia, jgufSida konfliqtis acileba); 8)koleqtivizmi

(jgufze orientacia, TanamSromloba, erTguleba, megob-

ruloba). gamokvlevis mixedviT, msoflios sxva qveynebTan

SedarebiT qarTvelebi gansakuTrebiT maRal Sefasebas aZ-

leven lideris humanurobas, TviTflobis unars (TavdaWe-

rilobasa da sidarbaisles), individualizms, administra-

ciul unarebs. SedarebisTvis unda aRiniSnos, rom ruse-

bisa da TurqebisTvis ki metad Rirebulia lideris av-

tokratiuloba. qarTvelebisTvis ufro meti mniSvneloba

aqvs rusebTan SedarebiT lideris koleqtivistur da qa-

rizmatul Tvisebebs da diplomatiurobas. saqarTveloSi

ufro fasobs lideris koleqtivisturi unari, humanuro-

ba, Tavmdabloba, vidre ruseTSi.

rogorc vxedavT, saqarTveloSi efeqtiani marTvis

stili sxva qveynebisgan arsebiTad gansxvavebiT gansxvave-

bulia. amdenad, organizaciuli ganviTarebisa da menejer-

Ta treningis RonisZiebani saqarTvelos kulturul Tavi-

seburebebs unda iTvaliswinebdes, CvenSi ki xSirad ko-

leqtivizmze orientacia ganviTarebis Semaferxeblad mi-

aCniaT, miznad isaxaven individualizmze orientirebuli

programebis daCqarebul danergvas an pirdapir gadmoaqvT

individualizmze orientirebuli organizaciuli ganviTa-

rebis midgomebi da treningis sqemebi adaptirebis gareSe,

281

radgan Tvlian, rom ekonomikur ganviTarebas mxolod in-

dividualizmi ganapirobebs.


1. yifiani g., erovnuli xasiaTi da ganviTareba. monogra-

fia. Tbilisi. 2002. 189 gv.;

2. Соснин В.А. Культура и Межгрупповые процессы., Психо-логический журнал. 1997, Том 18б №1; 3. Andrews W. Communitarianism Meets Strategic Management: What Group-Think Can Tell Us About Competing in the Real World. http://www.ifsam.org/1998/DATA/8.pdf. 1998; 4. Brodbeck F.C., Frese M., et al.u.a/ Cultural variation of leadership prototypes across 22 European countries. In: Journal of Occupational and Organizational Psychology, 2000.Vol. 73, pp. 1-29; 5. Dastmalchian A. Effective Leadership and Culture in Iran: An Empirical Study. Applied Psychology: An International Review, Vo.50, Issue 4, October 2001 pp.532-38; 6. Donaldson, L. (1993). Anti-management theories of organization: A critique of paradigm proliferation. Cambridge: Cambridge University Press; 7. Hofstede, G 1991: Cultures and Organizations. Software of the Mind. London: McGraw-Hill; 8. House, R.J., Hanges, P.J., Javidan, M., Dorfman, P.W., & Gupta, V. (2004). Leadership, Culture, and Organizations: The GLOBE study of 62 societies. Sage Publications; 9. House, R.J., Wright, N.S. & Aditya, R.N. (1997). Cross-cultural research on organizational leadership: A critical analysis and a proposed theory. In: P.C. Early & M. Erez (eds.) New perspectives on international industrial/organizational psychology. San Francisco: The New Lexington Press; 10. House, R.J. Javidan, M Leadership and cultures around the world: findings from GLOBE.. Journal of World Business, 2002, volume 37, issue 1; 11. Koopman, P. L.; Den Hartog, D. N.; Konrad, et al.u.a/ National culture and leadership profiles in Europe: Some results from the GLOBE study. European Journal of Work and Organizational Psychology, 1999, 8, pp. 503-520; 12. Lodge G., Vogel E.F. Ideology and national competitiveness : an analysis of nine countries /. Boston, Mass. : Harvard Business School Press, c1987;

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13. Lodge, G.C.: Managing globalization in the age of interdependence /. Johannesburg ; San Diego, CA : Pfeiffer, 1995; 14. Lord R.G. & Maher, K.J. (1991). Leadership & Information Processing. London: Routledge; 15. McClelland, D. C. (1961). The achieving society. Princeton, NJ: Van Nostrand; 16. McClelland, D. C. (1985). Human motivation. Glenview, IL: Scott, Foresman; 17. Ruttan V.2002. Social Knowledge and economic development; 18. http://www.apec.umn.edu/faculty/vruttan/book.html; 19. Thompson, J.B. Ideology and Modern Culture. Stanford, California: Stanford University Press, 1990; 20. Thompson, J.B. Studies in the Theory of Ideology. Cambridge: Polity Press, 1984; 21. Thurow L. Building Wealth:New Rules for Individuals, Companies, and Countries in a Knowledge-Based Economy. HarperBusiness. 1999.

George Kipiani Georgia. Ivane Javakhishvili Tbilisi State University. Doctor of Psychology, Associate Professor

Communitarian Culture and Effective Leadership in Georgia Summary

Article includes results of organizational culture and leadership study conducted during 1999 in Georgia within the framework of GLOBE - Global Leadership and Organizational Behavior Effectiveness Program. It contains analysis of interviews, survey responses, focus groups of more than 300 middle level managers from financial and telecommunication sectors, concerning present practices and attributes of effective leadership done in comparison with the results of the analogous study conducted in 61 countries.

Results of research show that family/group collectivism continue to be the most important characteristic of Georgian culture. Georgian middle managers appeared to prefer administrative competence, decisiveness, visionary and inspirational charisma, expert knowledge, team collaborative skills as the most required variables of outstanding leadership.

283

SoTa SaburiSvili


socialuri kapitalis formirebis Taviseburebebi

gardamavali ekonomikis qveynebSi



bolo aTwleulSi sociologebis, politologebis da

ekonomistebis daJinebuli yuradRebis obieqts warmoad-

gens socialuri kapitali, rac ekonomikur ganviTarebaSi

misi rolis zrdaze miuTiTebs. cneba `socialuri kapita-

li~ pirvelad gamoiyena lid djadson xanifanma 1916

wels soflis skolebze gamarTuli didkusiisas. is am

terminiT aRwerda im mniSvnelovan garemoebebs, romelic

adamianis yoveldRiur cxovrebaze axdenda gavlenas. xani-

fani mivida daskvnamde, rom aucilebeli iyo keTili ne-

bis aRqma, urTierT simpatiis gamovlena da im adamianebs

Soris urTierTobebis mowesrigebis codna, romlebic

qmnian socialur erTeuls.1

aRniSnuli terminis farTod gavrcelebas sakmaod di-

di dro dasWirda. am saqmeSi mniSvnelovani wvlili Sei-

tanes pier burZiem naSromiT `praqtikuli moqmedebis Teo-

riis monaxazi~ (1972), amerikis sociologiuri asociaciis

83-e prezidentma jeims koulmanma, romlis Zalisxmevis Se-

degad termini `socialuri kapitali~ amerikis akademiur

leqsikonSi moxvda. ar unda daviviwyoT harvardis profe-

soris robert patnemis naSromebic. 30 aTasi respodentis

gamokiTxvis analizis Sedegad, is mivida daskvnamde, rom

àmerikelebi kuebiviT imalebian~, raTa Tavi aaridon po-

litikas da sazogadoebriv cxovrebas, ar endobian erTma-

neTs, mTavrobas, gansakuTrebiT ki eTnikur umciresobebs,

romelTa ricxvi 1990-ian wlebSi mkveTrad gaizarda. misi

1 Mark K. Smith, Social Capital, www.infed.org/biblio/social_capital.htm.

284

naSromis `Bowling Alone~ (romelic SeiZleba iTargmnos ro-

gorc boulingis marto TamaSi), wyalobiT socialuri ka-

pitali politikuri diskusiebis popularul Temad iqca.1

1999 wlidan socialuri kapitalis sakiTxiT msoflio

bankic aqtiurad dainteresda.

rogorc mravali aspeqtis Semcvel cnebas socialur

capitals sxvadasxvanairad ganmartaven. burZies mixedviT

_ socialuri kapitali warmoadgens naTesaur da jgufur

urTierTobebze dafuZnebul resursebs. socialuri kapi-

talis floba aucileblad ar niSnavs ekonomikuri kapi-

talis dauflebasac, Tumca, misi azriT, warmoadgens eli-

tebis atributs, privilegiebis da gavlenis SenarCunebis

saSualebas. socialuri kapitali niRbavs misi mflobele-

bis mier sargeblis Ziebis aSkara process, rac ewinaaR-

mdegeba Ria demokratiuli sazogadoebis principebs. mog-

vianebiT burZiem Semoitana iseTi cnebebi, rogoricaa `so-

cialuri da kulturuli kapitali~, àkademiuri Zalauf-

lebis kapitali~, `samecniero prestiJis kapitali~, `pili-

tikuri da ekonomikuri Zalauflebis kapitali~, aseve

`simboluri kapitali~.2

koulmenis Tanaxmad, socialuri kapitali warmoad-

gens ndobisa da urTierTdaxmarebis potencials, rome-

lic pirovnul urTierTobebSi (movaleobebi da molodi-

ni, sainformacio arxebi da socialuri normebi) formir-

deba. misi azriT, socialuri kapitali ara mxolod `so-

cialuri weboa~, aramed ìndividebis unari gankargon

SezRuduli resursebi sxvadasxva socialur qselsa Tu

ufro farTo struqturaSi wevrobis safuZvelze~. socia-

luri kapitalis Teoriis ganviTarebaSi koulmenis wvli-

li araelituri jgufebis gamocdilebis win wamowevaSi

gamoixateba. sxvagvarad rom vTqvaT, is miiCnevda rom mar-

1 Putnam, R. D.'Bowling Alone: America's Declining Social Capital', Journal of Democracy 6:1, Jan, http://muse.jhu.edu/demo/journal_of_democracy/v006/putnam.html. 2 Андрей Маклаков, Корни и ветви теории социального капитала. http://dialogs.org.ua/project_ua_full.php?m_id=13103.

285

ginaluri sazogadoebebi an muSaTa klasi iseve SeZleb-

dnen mieRoT sargebeli socialuri kapitaliT, rogorc

elitebi.

patnemis azriT, maSin rodesac fizikuri kapitali da-

kavSirebulia realur aqtivebTan da adamianiseuli kapi-

tali ki calkeuli pirovnebebis TvisebebTan, socialuri

kapitali exeba adamianebs Soris kavSirs _ socialuri

qselebi, urTierTqmedebis da ndobis normebi, romelic

formirdeba aseTi urTierTobebisas. am TvalsazrisiT so-

cialuri kapitali mWidrodaa dakavSirebuli `moqalaqe-

obriv RirsebasTan~.1gansxvaveba isaa, rom socialuri kapi-

talisaTvis mniSvnelovania moqalaqeobrivi Rirseba soci-

alur qselebSi aqtiurad monawile adamianebSi. mravali

Rirseuli, magram izolirebuli adamianis sazogadoeba

araa mdidari socialuri kapitaliT.

yvelaze zogadi midgomiT socialuri kapitali SeiZ-

leba gavigoT, rogorc socialuri da politikuri faqto-

rebis erToblioba, romelic ayalibebs normebs da gan-

sazRvravs socialur struqturas. araformalur, xSirad

lokalur, horizontalur da ierarqiul urTierTobebTan

erTad, is moicavs formalizebul urTierTobebsa da

struqturebs, rogoricaa mTavroba, politikuri reJimi,

kanonis Zala, sasamarTlo sistema, samoqalaqo da poli-

tikuri Tavisufleba. socialuri kapitali warmoadgens

sazogadoebriv da ara individualur fenomens. is ar Se-

iZleba iyos vinmes sakuTreba, esaa sazogadoebrivi sikeTe

romliTac yvelas SeuZlia sargebloba. amasTan socialu-

ri kapitali kulturis warmoebulia, rac niSnavs rom mi-

si Secvla Zalzed rTulia, radgan qveynis kulturuli

specifikis cvlileba aTwleulebis da aswleulebis amo-

canaa.

ganasxvaveben socialuri kapitalis or formas: stru-

qturuli _ sazogadoebrivi institutebi, qselebi, asocia-

1 Putnam, R. D.'Bowling Alone: America's Declining Social Capital', Journal of Democracy 6:1, Jan, http://muse.jhu.edu/demo/journal_of_democracy/v006/putnam.html.

286

ciebi, wesebi romelsac eqvemdebareba maTi saqmianoba;

kognituri _ ndoba, urTierTobebi, faseulobebi, normebi

da qcevis wesebi. es formebi gamoirCevian SedarebiTi Ta-

visuflebiT, magaliTad, SeiZleba arsebobdes sazogado-

ebrivi instituti Tavisi reglamentiT, romlis mimarT

ndobis xarisxi dabali iqneba, imavdroulad adamianebi

SeiZleba dakavSirebulni iyvnen ndobiT, saerTo norme-

biT, faseulobebiT da ar erTiandebodnen ama Tu im sazo-

gadoebriv an sxva raime formalur organizaciaSi.

socialuri kapitalis formirebis doneebi

socialuri ka-

pitalis done-

ebi

struqturuli kapi-

tali

kognituri

kapitali

makro done samarTlis normebi,

profesiuli organi-

zaciebi, saxelmwifo

institutebi

ndobis sazogadoeb-

rivi faseulobebi da

standartebi

mezo done sazogadoebrivi or-

ganizaciebi, saqmiani

kavSirebi, saxelmwi-

fo institutebi

ndobis sazogadoeb-

rivi da piradi fase-

ulobebi

mikro done Sidaorganizaciuli

qselebi

ndobis korporaciu-

li faseulobebi da

normebi

socialuri kapitalis yvela done imyofeba mWidro

urTierTkavSirsa da urTierTdamokidebulebaSi. arsebiTi

pozitiuri efeqtebis miRweva SesaZlebelia samive donis

saTanado ganviTarebis SemTxvevaSi.

realuri kapitalis msgavsad socialuri kapitali Se-

iZleba warmodgenili iyos maragis saxiT, magram misgan

gansxvavebiT eqspluataciisas ara Tu cvdeba, aramed uf-

ro mZlavri da xelSesaxebi xdeba, xolo gamouyeneblobis

SemTxvevaSi kargavs faseulobas. amasTan rogorc realu-

ri kapitali saWiroebs investirebas socialuri urTier-

Tqmedebis da ndobis amaRlebaze orientirebuli moqmede-

287

bebis saxiT. socialuri kapitali damaxasiaTebelia adami-

anuri urTierTobebis struqturisaTvis, radgan sxva ada-

mianebTan kavSiriT, pirovneba iRebs mniSvnelovan upira-

tesobebs. SeiZleba gamovyoT is konkretuli sargebeli

romelic socialur kapitals ukavSirdeba.

_ socialuri kapitali did rols TamaSobs bavSvebis

aRzrdis garemos formirebaSi. ndoba, qselebi, qcevis

normebi ojaxSi, skolaSi, jgufSi da samezobloSi did

zemoqmedebas axdenen maT SesaZleblobebsa da cxovrebise-

ul arCevanze, warmatebebi swavlaSi moqmedebs maT qcevasa

da ganviTarebaze.

_ socialuri kapitaliT mdidar raionebSi quCebi da

sadarbazoebi sufTaa, xalxi keTilganwyobili, saerTo

angariSiT meti usafrTxoebaa. riskis tradiciuli faqto-

rebi, rogoricaa siRaribe da mezoblebis mobiloba arc

ise mniSvnelovania, rogorc xSirad fiqroben. damnaSaveo-

bis done maRalia mxolod maSin Tu adamianebi ar monawi-

leoben sazogadoebriv saqmianobaSi, yuradRebiT ar eki-

debian axalgazrdebs, ara arian dakavSirebulni nacnobo-

bis da megobrobis qselebiT.

_ arsebobs mWidro kavSiri socialuri kapitalis

flobasa da janmrTelobis mdgomareobas Soris. magali-

Tad, Tu xarT mweveli da ar monawileobT arcerT jguf-

Si Zalzed saeWvoa, rom Tavi daaneboT am mavne Cvevas.

_ socialuri kapitali xels uwyobs ekonomikur gan-

viTarebas, sawarmoebs, muSakebs Soris kavSirebis gaRrma-

vebiT, informaciis xemisawvdomobis amaRlebiT, koleqti-

uri gadawyvetilebebis miRebiTa da jgufuri moqmedebis

efeqtianobis zrdiT.

socialuri kapitalis aRniSnulma upiratesobebma,

gansakuTrebiT misma unarma mniSvnelovani roli Seasru-

los qveynis socioekonomikuri problemebis gadawyvetaSi,

ekonomistebis didi daintereseba gamoiwvia. amas xeli Se-

uwyo komunisturi sistemis rRvevam, gardamaval ekonomi-

kis qveynebSi warmoqmnilma ekonomikurma da instituciur-

288

ma problemebma, savaluto da finansurma krizisebma sam-

xreT amerikasa da samxreT-aRmosavleT aziaSi, dauZle-

velma siRaribem mesame samyaros qveynebSi, rac miuTiTeb-

da `vaSingtonis konsesusis~ kraxze. am kraxis mizezebis

axsna SeuZlebeli iyo arsebuli ekonomikuri Teoriebis

bazaze, radgan arcerTi maTgani ar iTvaliswinebda soci-

aluri faqtorebis rols (uTanabroba SemosavlebSi, for-

maluri da araformaluri institutebis muSaobis xaris-

xi, ndobis faqtori da mravali sxva). gaCnda axali ekono-

mikuri koncebciebi, romlebic aRiareben, rom ekonomikuri

efeqtianobis misaRwevad mxolod gamarTuli faswarmoq-

mnis meqanizmi araa sakmarisi da aucilebelia institute-

bis da socialuri qselebis gamarTuli funqcionireba.

ekonomikuri ganviTarebis axali globaluri recep-

tis, egreTwodebuli `post-vaSingtonis konsesusis~, Zie-

bis procesSi socialuri kapitaliT aqtiurad dainteres-

da msoflio banki. misi ganmartebiT `socialuri kapita-

li damokidebulia institutebze, urTierTobebsa da nor-

mebze, romelic gansazRvraven sazogadoebaSi socialuri

urTierTkavSirebis raodenobas da xarisxs.. socialuri

kapitali ara mxolod sazogadoebrivi institutebis ja-

mia, aramed webo, romelic maT aerTianebs~.11990-iani wle-

bis bolos msoflio bankSi Seiqmna `Tematuri jgufi so-

cialur kapitalTan dakavSirebiT~, romelmac didi samu-

Saoebi Caatara aRniSnul sakiTxebze. Sedegad 2001 wlidan

socialuri kapitalis gazomvis ori meTodi gaCnda: `so-

cialuri kapitalis Sefasebis instrumenti~ (SOCAT), da

ìntegrirebuli kiTxvari~ (SOCAP IQ). maT safuZvels warmo-

adgens eqvsi ZiriTadi parametri:

_ jgufebis da qselebis simyare, mravalferovneba, ma-

Ti saqmianobis demokratiuloba, sxva jgufebTan kavSiri;

_ ndoba _ ojaxsa da socialur qselebSi, marTvis

organoebis, ucxoelebis mimarT;

1 The World Bank (1999). 'What is Social Capital?', PovertyNet http://www.worldbank.org/poverty/scapital/whatsc.htm.

289

_ koleqtiuri moqmedeba;

_ socialuri erToba;

_ informacia da komunikaciebi;

_ monawileoba gadawyvetilebis miRebasa da politi-

kur moqmedebebSi.

ekonomikur zrdaSi socialuri kapitalis rolis Se-

fasebas uamravi gamokvleva mieZRvna, maT Soris msoflio

bankis egidiTac. 90 qveynis mixedviT miRebuli monacemebis

analizis safuZvelze (Woolcock, Princhett and Isham, 2000) daad-gines, rom suladobrivi Semosavali dakavSirebulia mis

Tanabar ganawilebasTan, samoqalaqo da politikuri Tavi-

suflebis maRal donesTan, ndobasTan, marTvis xaris-

xTan.1 Tanamedrove ekonomikur literaturaSi aRiarebu-

lia, rom socialuri kapitali ekonomikuri zrdis iseTi-

ve arsebiTi faqtoria, rogorc kapitalis sxva formebi,

gansakuTrebiT adamianiseuli. amas Semdegi argumentebi

adasturebs:

_ socialuri kapitali Tavis gadamanawilebeli fun-

qciebiT aumjobesebs sabazro sistemis funqcionirebas;

_ socialuri kapitalis zrda xels uwyobs adamiani-

seuli kapitalis dagrovebas;

_ socialuri kapitali umniSvnelovanesia siRaribis

Sesamcireblad;

_ socialuri kapitali xels uwyobs Semosavlebis

uTanabrobis aRmofxvras da sazogadoebis gajansaRebas;

_ marTvis xarisxis gaumjobeseba da instituciuri

ganviTareba. institutebis da saxelmwifo organoebis saq-

mianobis gaumjobeseba, rogorc wesi, niSnavs investorebi-

saTvis riskebis Semcirebas, ucxouri kapitalis modinebis

zrdas da Tanmdev ekonomikur efeqtebs.

kvlevebi aCvenebs, rom gardamaval ekonomikaSi socia-

luri kapitalis done dabalia, rac ganviTarebis Semafer-

xebelia. am qveynebSi mSp-is dabali maCveneblebis ZiriTad

1 Ив Партс, Роль социального капитала в экономическом развитии переходных стран, http://dialogs.org.ua/crossroad_full.php?m_id=13246.

290

mizezad xSirad swored socialuri kapitalis deficits

miiCneven. transformaciul kriziss nawilobriv xsnian

axali saSualo fenis formirebamde Zvelis rRveviT. gar-

damaval periodSi gaCenili mkveTri socialuri uTanaswo-

roba aseve negatiur gavlenas axdens adamianebs Soris

ndobaze, rac pirdapir aisaxeba ekonomikaze da sazogado-

ebis unarze gauZlos ryevebs.

`World Values Survey~ monacemebi gviCvenebs, rom gardama-vali ekonomikis qveynebisaTvis damaxasiaTebelia ndobisa

da samoqalaqo aqtiurobis SedarebiT dabali done, vidre

ganviTarebuli qveynebisaTvis.1es SeiZleba aixsnas `sazo-

gadoebis daqsaqsulobiT~, romelSic mosaxleobis umrav-

lesoba ubralo xalxia, xolo sakmaod mcire nawili pri-

vilegirebuli `nomenklatura~. amasTan TiToeul fenaSi

arsebobs mWidro Sida urTierTkavSirebi ojaxis, axlo

megobrebis doneze, Tumca jgufebs Soris kavSiri moSli-

lia. amgvarad, socialuri wreebi gardamavali ekonomikis

qveynebSi gacilebiT mcire da viwroa, vidre ganviTare-

bulSi, sadac socialuri qselebi farToa da ndobis xa-

risxi maRali.2

msgavsi axsna SeiZleba moeZebnos sazogadoebriv or-

ganizaciebSi mosaxleobis CarTulobasac. socialisturi

warsulis gamo, rodesac sazogadoebrivi organizaciebis

wevroba savaldebulo iyo, gardamavali ekonomikis qvyneb-

Si SenarCunda undobloba formaluri organizaciebis mi-

marT, xolo piradi kavSirebis araformalurma qselebma

Caanacvla sazogadoebrivi organizaciebis funqciebi. Ta-

vis rols TamaSobs is imedgacrueba, romelic transfor-

maciuli Sokis gamo sabazro sistemis mimarT gaCnda da

adamianebi aiZula sakuTar TavSi Caketiliyvnen.

1 Я. Фидрмук, К.Герчани, Формирование социального капитала в Восточной Европе: объяснение разрыва с развитыми странами. http://dialogs.org.ua/crossroad_full.php?m_id=13206. 2 A. Lukatela, Importance of Trust-Building in Transition: A Look at Social Capital and Democratic Action in Eastern Europe. http://findarticles.com/p/articles/mi_qa3763/is_200703/ai_n19433952/.

291

socialuri kapitalis dabali done gardamavali eko-

nomikis qveynebSi aseve SeiZleba aixsnas negatiuri socia-

luri kapitalis gavrcelebiT, romelic korufciaSi, meq-

rTameobasa da damnaSaveobaSi vlindeba. socializmisaT-

vis damaxasiatebeli iyo ruxi da Savi socialuri qsele-

bis (bazrebis) funqcionireba, romelsac xisti sistemi-

saTvis aucilebeli moqniloba unda mieca. am qselebis mi-

marT sistema tolerantuli iyo, Tumca akontrolebda.

rodesac sabWoTa reJimi daiSala, kontrolis maqanizme-

bic daikarga, ramac gardamavali ekonomikis qveynebSi ru-

xi da Savi qselebis farTod gavrceleba ganapiroba. bu-

nebrivia uaryofiTi socialuri kapitali aferxebs ekono-

mikur ganviTarebas.

zemoT aRniSnulis garda, sabazro urTierTobebze ga-

dasvla procesis sawyis etapze dakavSirebuli iyo gaba-

tonebuli faseulobebis (ideologia, egalitarizmi, ko-

leqtiuri sakuTreba) swraf rRvevasTan. aseT situaciaSi

SesaZlebeli gaxda cinizmis da oportunitizmis swrafi

gavrceleba, ramac stimuli misca kriminalur, Crdilovan

mewarmeobas da Seqmna negatiuri socialuri kapitali.

daskvnis saxiT SeiZleba iTqvas, rom marTalia socia-

luri kapitalis gansazRvruli formebi dadebiT gavle-

nas axdens ekonomikur zrdasa da ganviTarebaze, politi-

kis araswori mimarTulebebis arCevam SeiZleba socialu-

ri kapitalis degradacia ganapirobos, Seqmnas socialu-

ri da ekonomikuri vardnis Caketili wre. aseT viTareba-

Si, socialuri kapitalis sasurveli formebis ganviTare-

ba qveynis ekonomikuri sirTuleebis daZlevis erT-erT

umniSvnelovanes gzad SeiZleba mogvevlinos.

292

Shota shaburishvili Georgia. Iv. Javakhishvili Tbilisi State University. Doctor of Economics, Associate Professor

The Peculiarities of Social Capital Formation in Transitional Countries

Summary

In the most general sense social capital can be understood as the sum of social and political factors, which shape norms and determine the social structure. Together with informal, local, horizontal and hierarchial relation-ships, it often includes formalized relationships and structures, such as gov-ernment, political regime, legal system, civil and political freedom. Social capital represents a societal and not an individual phenomenon. It cannot be under sombody’s possession. It is a public good, which can be used by evey member of the society. In addition to it, social capital is a derivative of cul-ture. It means that it is difficult to be changed, because the changes of the specifics of culture go on during the decades and centuries.

The deficiency of social capital in transitional countries is often re-garded one of the primary reasons for the low level of GDP. These countries are characterized by lower level of trust and civil activity, compared to the developed countries. It can be explained by the scattering of the society, social enaquality emerged during the transitional period, distrust to the for-mal organizations and dispersion of the negative social capital (corruption, bribery and crime) and the erosion of the dominant values.

293

eka Coxeli


E

erovnuli kulturis gavlena organizaciul

kulturaze



organizaciuli kultura mniSvnelovan rols asru-

lebs nebismieri korporaciis saqmianobaSi. organizaciaSi

damkvidrebuli SromiTi atmosfero, saqmianobis principe-

bi, gadawyvetilebis miRebis meTodebi, problemaTa gadaW-

ris gzebi, tradiciebi _ sxva sityvebiT, faseulobebi, in-

dividualuri qcevis stili da standartebi, rogorc kor-

poraciuli kulturis Semadgeneli elementebi, gamoxatavs

TiToeuli organizaciis korporaciul suls da pasuxs

iZleva kiTxvaze, Tu ratom aris, rom TiTqmis msgavsi

biznesiT dakavebuli korporaciebis erTi nawili warma-

tebulia, meore nawili ki warumatebeli.

organizaciuli kultura (yvelaze myaric ki) ar aris

ucvleli. igi, strategiasa da organizaciul struqtu-

rasTan erTad, xSirad moiTxovs cvlilebas da adaptaci-

as garemosTan. Tanamedrove etapze, organizaciuli kul-

turis cvlileba xSiri, xangrZlivi da winaaRmdegobebiT

savse procesia. Siga krizisebi, axali teqnologiebis ga-

moCena (magaliTad, Internet), axali problemebi, liderebisa

da organizaciis wevrebis cvlileba, axali biznesaqtivo-

bebi, saerTaSoriso bazarze gasvla, sxva kompaniebTan Se-

erTeba Tu sxva kompaniebis SeZena _ yvelaferi warmoqmnis

axal faseulobebs da moiTxovs kulturis cvlilebas.

msoflioSi mimdinare movlenebisa da globalizaciis

fonze, TiTqmis yvela kompanias, romelic survilis miu-

xedavad xdeba globaluri bazris monawile, uwevs fiqri

Sesabamisi organizaciuli kulturis Seqmnaze. roca kom-

paniebis biznesi scildeba erovnuli qveynis sazRvrebs

294

da vrceldeba msoflios mraval qveyanaSi, maTi korpora-

ciuli kultura gansakuTrebiT ganicdis sxvadasxva qvey-

nisTvis damaxasiaTebeli erovnuli Taviseburebebis gav-

lenas. Cveulebriv, roca saubaria aseTi kompaniebis orga-

nizaciul (korporaciul) kulturaze, rogorc wesi, igu-

lisxmeba erTiani multierovnuli kultura, romelic si-

namdvileSi Sedgeba ramdenime erovnuli kulturisagan. es

kulturebi iyofa sam jgufad: erovnuli kultura _

msoflio kultura, erTi jgufis kultura _ sxva jgufis

kultura, individis kultura _ erovnuli kultura.

erovnuli faqtorebis Seswavla da maTi gaTvaliswi-

neba korporatiuli kulturis formirebis dros sakmaod

rTuli procesia. misi ganxorcieleba moiTxovs Semdegi

nabijebis Tanamimdevrul ganxorcielebas:

pirveli, erovnuli kulturis Sesaxeb aucilebeli in-

formaciis miReba, raTa Sefasdes korporaciul kultura-

ze misi zemoqmedeba;

meore, Seswavlili erovnuli kulturebidan erTiani

organizaciuli kulturis formirebis SesaZleblobis Se-

faseba.

erovnuli kulturis dasaxasiaTeblad, im faqtorebis

gamosavlenad, romelic aucilebelia organizaciaze ze-

gavlenis SefasebisTvis, gamoiyeneba ramdenime modeli.

ganvixiloT zogierTi maTgani:

� sistemuri midgomis modeli. igi ekuTvnis j. mi-

lers. sistemuri midgomis modelis mixedviT organizaci-

ul kulturaSi erovnuli kulturis Seswavla efuZneba

erovnuli kulturis sistemur kvlevas, romelic moicavs

iseTi elementebis Sefasebas, rogoricaa: adgilmdebareo-

ba, buneba, klimati, rwmena, ena, morali, ojaxi da aR-

zrda, ganaTleba, adamianTa socializacia, janmrTeloba

da usafrTxoeba, dasveneba, biznesi da ekonomika, istoria,

politikuri sistemebi, mmarTveloba;

� erovnuli kulturis elementebis modeli. igi ekuT-

vnis g. hofstedes. erovnuli kulturis elementebis mode-

295

lis mixedviT organizaciul kulturaSi erovnuli kultu-

ris Seswavla efuZneba Semdegi elementebis Sefasebas:

� xelisuflebis distanciis xarisxs. am elementis

maRali xarisxi damaxasiaTebelia belgia, safrangeTi, es-

paneTi, argentina, braziliis qveynebisTvis; dabali xaris-

xi _ Sevecia, germania, inglisisaTvis.

� individualizmi/koleqtivizmis xarisxs. individua-

lizmis maRali xarisxiT gamoirCeva: aSS, avstria, kanada

da inglisi; saSualo xarisxiT – germania, holandia,

CrdiloeT evropis zogierTi qveyana; dabali xarisxiT –

aziisa da laTinuri amerikis qveynebi;

� qaluroba/vaJkacurobis xarisxs. qaluroba gulis-

xmobs sazogadoebis mdgomareobas, sadac sqesebis socia-

luri roli TiTqmis Tanasworia. igi damaxasiaTebelia

iseTi qveynebisaTvis, rogoricaa: dania, Svecia, norvegia,

holandia;

� gaurkvevlobis Tavidan acilebis (tolerantobis)

xarisxs. am elementis maRali xarisxi damaxasiaTebelia

laTinuri amerikis qveynebis, iaponiisa da koreisTvis; sa-

Sualo xarisxi – germaniisTvis; dabali xarisxi _ aziuri

da inglisurenovani qveynebis umetesobisTvis;

� grZelvadianobaze orientaciis xarisxs. Aam elemen-

tis maRali xarisxiT gamoirCeva: CineTi, safrangeTi, ger-

mania; dabali xarisxiT _ afrika da postsabWoTa qveynebi.

� nacionaluri da organizaciuli kulturis cvla-

debs Soris korelaciis modeli. isini ekuTvnis h. leinsa

da j. distefanos. am modelebSi organizaciuli kultura

erovnuli qveynebis mixedviT fasdeba eqvsi cvladis (ele-

mentis) mixedviT. esenia:

� adamianebis mier drois aRqma; � droSi orientacia; � sivrceSi orientacia; � adamianTaSorisi urTierTobebi;

� qmedebebze orientacia; � adamianebis bunebaze Sexedulebebi.

296

mas Semdeg, rac gairkveva erovnuli kulturis maxasi-

aTeblebi, xdeba maTi klasifikacia imis mixedviT, ramde-

nad aris SesaZlebeli erovnuli kulturebis Tanaarsebo-

ba korporaciaSi. amis mixedviT gamoyofen erovnuli kul-

turebis Semdeg saxeebs:

• msgavsi erovnuli kulturebi. am dros erovnuli ku-

lturebi mcired arian gansxvavebuli erTmaneTisgan da mar-

tivia maTi integrireba erTian organizaciul kulturaSi;

• SeTavsebadi erovnuli kulturebi. am dros erov-

nul kulturebs Soris SeiZleba didi iyos distancia,

Tumca TanamSromlobis SemTxvevaSi SesaZlebelia maTi in-

tegrireba erTian kulturaSi da sinergizmis miRweva;

• urTierTSemavsebeli erovnuli kulturebi. am dros

erovnulia kulturebi gansxvavdebian erTmaneTisagan. maT

Soris TiTqmis ar aris msgavseba. Tumca erTi erovnuli

kulturis calkeuli elementi winaaRdegobaSi ar modis me-

ore erovnuli kulturasTan. TiToeuli elementis gaTavise-

bis SemTxvevaSi SesaZlebelia erovnuli kulturebis Tana-

arsebobiT erTiani organizaciuli kulturis formireba;

• SeuTavsebadi erovnuli kulturebi. am dros erov-

nuli kulturebi arc msgavsia da arc avsebs erTmaneTs.

maT Soris urTierTobis warmateba damokidebulia erTma-

neTis kulturis codnaze da tolerantobis xarisxze.

mas Semdeg, rac korporaciis menejerebi Seafaseben er-

Tiani korporaciuli kulturis formirebis SesaZleblo-

bebs, organizaciaSi iwyeba misi praqtikuli realizaciis

procesi anu Semdegi etapebis Tanamimdevruli ganxorciele-

ba:

1. sxvadasxva erovnuli kulturis mqone TanamSrom-

lebisTvis organizaciuli kulturis gacnoba;

2. sxvadasxva erovnuli kulturis TanamSromlebs So-

ris urTierTobebis damyareba. am dros xdeba erovnuli

kulturebis warmomadgenlebs Soris gansxvavebebis gamov-

lena;

297

3. sxvadasxva erovnuli kulturis TanamSromlebs So-

ris urTierTobebis e.w. `grigaliseburi~ ganviTareba. Aam

dros TanamSromlebs Soris urTierTobebi mimdinareobs

Zlier emociur fonze, romelsac xSirad mosdevs krizisebi;

4. sxvadasxva erovnuli kulturis TanamSromlebs

Soris urTierTobebis normalizacia. Aam dros calkeuli

TanamSromlebis erovnuli kulturisTvis damaxasiaTebe-

li faseulobebi transformirdeba erTiani organizaciu-

li kulturis faseulobebSi;

5. sxvadasxva erovnuli kulturebis warmatebiT Tana-

aarseboba erTiani korporaciuli kulturis farglebSi

da sinergiis efeqtis miRweva.

am etapebis realizacia ar aris martivi procesi. mis

ganxorcielebaSi didi wvlili miuZRvis menejerebs, rom-

lebic Zalisxmevas ar iSureben misi warmatebiT realiza-

ciaSi. kompaniaSi organizaciis menejerebi (liderebi), Zi-

riTadad moqmedeben ori mimarTulebiT:

� STaagoneben organizaciis wevrebs kulturis fun-

damentur faseulobebs da xels uwyoben mis ganviTarebas;

� aanalizeben organizaciuli kulturis calkeul

elementebs da xels uwyoben organizaciis wevrebSi pozi-

tiuri ganwyobis Seqmnas.

korporatiuli kulturis gavlenis xarisxi kompaniis

qcevaze da biznesis ganxorcielebis meTodebze sxvadas-

xvaa. erT kompaniaSi kultura SeiZleba iyos Zlieri, meo-

reSi _ susti. Zlieri kulturis dros kompaniaSi faseu-

lobebis sistema da qcevis normebi imdenad Rrmadaa fes-

vgadgmuli, rom masze gavlenas ver axdens xelmZRvanele-

bis Secvlac ki, amitom, am dros, kulturis Secvla efuZ-

neba TandaTanobiT, evoluciur cvlilebebs, rac minimum

moiTxovs 2-5 wels; susti organizaciuli kulturis

dros kompaniaSi ar arsebobs faseulobebis erTiani sis-

tema da organizaciuli kulturis Secvla SesaZlebelia

swrafad da radikaluri nabijebiT. ZiriTadad menejere-

bi mimarTaven Semdegi samuSaoebis ganxorcielebas:

298

pirveli, gansazRvraven kulturis romeli elementebi

SeiZleba SenarCundes organizaciaSi da romeli ara;

meore, Riad da sufTad msjeloben dainteresebul mxa-

reebTan kulturis im aspeqtebze, romlebic eqvemdebareba

Secvlas;

mesame, kulturis cvlilebis gadamwyveti moqmedebebis

ganxorcieleba, romelsac miekuTvneba saerTo midgomebisa

da procedurebis, waxalisebis sistemis gadaxedva, im Ta-

namSromlebis dajildoeba, romlebic mxars uWeren axal

kulturas, saWiro Tvisebebis mqone axali menejerebisa

da momuSaveebis daqiraveba, TanamSromlebisTvis mudmivi

axsna kulturis cvlilebis aucileblobis Sesaxeb.


1. Coxeli e., strategiuli menejmenti, Tb., 2009, gv.337;

2. xomeriki T., menejmentis safuZvlebi, Tb., 2008., gv. 99;

3. Daft R., New Era of Management, South-Western, 2010, p. 102; 4. Mead R., Andrews T., International Management,Wiley, 2009, p.79.

Eka Chokheli Georgia. Ivane Javakhishvili Tbilisi State University. Doctor of Economics, Associate Professor

The Influence of National Culture on Organizational Culture Summary

Organizational culture plays an important role in the activities of any corporation. Under conditions of globalization almost every company has to think on how to create the appropriate organizational culture. Their organ-izational cultures are especially influenced by various national characteristics, when their business expands out of the home country. Study of the national factors requires that the integrated corporate culture be formed. It includes: firstly, gaining the necessary information on national cultures in order to assess its impact on organizational culture; second, evaluation of the possibility of formation of the integrated organizational culture; third, implementation of the selected organizational culture. Taking these steps is possible using appropriate models, classifying national cultures and elaboration of meaningful actions by the managers.

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elisabed xaxutaSvili mecnierebaTa doqtori, asocirebuli profesori

lia kapanaZe

mecnierebaTa doqtori, asocirebuli profesori

qeTevan abaSiZe

doqtoranti

sociokulturuli faqtorebis roli turizmis

sareklamo komunikaciebSi

saqarTvelo, Tbilisi, saqarTvelos

teqnikuri universiteti

saerTaSoriso biznesis ganviTarebaSi turizmi erT-

erTi yvelaze maRalSemosavliani sferoa msoflio ekono-

mikaSi. saerTaSoriso turistuli organizaciebis monace-

mebiT, amJamad turizmze modis msoflio Semosavlebis

10%-mde. igi ikavebs mexuTe adgils Semosavlebis iseTi

dargebis Semdeg, rogoricaa, navTobi, sainformacio, sam-

To gasarTobi da saavtomobilo. msoflio turizmis sfe-

roSi kapitalurma dabandebam miaRwia 800 miliard do-

lars weliwadSi, rac Seadges investiciebis 12%-ze mets.

saerTaSoriso turistuli organizaciebis monacemebiT

turistTa ricxvi 2010 wlisaTvis iyo 1 miliardamde, xo-

lo 2020 wlisaTvis miaRwevs 1,6 miliards da amave peri-

odSi msoflio Semosavlebi turizmSi gaizrdeba 2 tri-

lion dolaramde [1]. analizidan Cans, rom turizmis gan-

viTareba, momavali 10 wlis ganmavlobaSi, moxdeba swrafi

tempiT imisgan damoukideblad, Tu rogori ekonomiuri

foni Seiqmneba msoflioSi. turizmi xels uwyobs saerTa-

Soriso biznesis da iseTi dargebis ganviTarebas, rogo-

ricaa: vaWroba, transporti, kavSirgabmuloba, soflis me-

urneoba, msubuqi mrewveloba, xalxuri rewva da oqromWe-

deloba, farTo moxmarebis sagnebis warmoeba da sxva. tu-

rizms didi socialur-kulturuli mniSvneloba aqvs. is

mniSvnelovan gavlenas axdens mosaxleobis codnis gaR-

300

rmavebaze, maT dasaqmebaze. igi aris mastimulirebeli

sxva dargebis ganviTarebisaTvis.

turizmi xels uwyobs mosaxleobis gajansaRebas, ada-

mianebs Soris urTierTobis atmosferos Seqmnas, sxvadas-

xva qveynebis xalxebis daaxloebas, politikur stabilu-

robas, socialur wonasworobas da sxva.

saqarTveloSi turizmis ganviTarebis erT-erTi mniS-

vnelovani pirobaa istoriul da kulturul faseuloba-

Ta siuxve, socialur-kulturuli garemo. msoflioSi

cnobili sakurorto rekreaciuli da turistuli rekre-

aciuli resursebidan umravlesoba saqarTveloSia war-

modgenili. mravalferovani landSafti, kontrastebiT

mdidari buneba, SavizRvispira sanapiro zoli da istori-

uli RirsSesaniSnaobani, samkurnalo da mineraluri

wylebi, maradiuli TovliTa da myinvarebiT dafaruli

mTebi da sxva. am mxriv saqarTvelos realuri SesaZleb-

loba aqvs gaxdes maRalganviTarebuli turizmisa da rek-

reaciuli meurneobis qveyana.

saqarTvelos socialur-kulturuli garemo odiTgan-

ve fufunebis, simdidris, oqros, ganZis sinonimad iTvle-

boda. Tqmulebebi argonavtebze, miTebi da legendebi oq-

ros sawmisze, istoriul-miTologiuri ambebi kolxeTze,

dauSreteli fantazia umSvenieres, jadoqar, gonier, mo-

xerxebul da mosiyvarule kolx asul medeaze maradiuli

Tema iyo da albaT momavalSic ase iqneba msoflio xe-

lovnebaSi. dasavleT evropis literaturis istoriaSi iS-

viaTia moiZebnos meore mxatvruli saxe, romelsac medeas

msgavsi gavrceleba da gardasaxava ganecados.

saqarTvelos popularizacias germaniaSi, avstriaSi

da poloneTSi didad Seuwyo xeli qarTveli xalxis uan-

garo megobarma artur laistma (1852-1927), romelmac si-

cocxlis naxevarze meti Cvens qveyanaSi gaatara da dau-

Ralavi SromiT evropelebs gaacno Cveni patara kuTxis

uZvelesi kultura. ai, ras wers igi saqarTvelos bunebis

Sesaxeb: `visac Tvali aqvs, uyuros axla, visac guli aqvs

301

igrZnos, radgan mis win iSleba sizmarSiac ki unaxavi,

yvela ocnebaTa umSvenieresi walkoti TviT Semoqmedebi-

sa, yovlis sisruliTurT… vgoneb, rom TviT stvena bul-

bulebisa, romelic Cven gvesmis Soridan, mxolod erT

sityvas RaRadebs: samoTxe! samoTxeo~.

qarTuli kulturis Seswavlasa da mis propagandas

sazRvargareT didi amagi dasdes avstrielma mweralma

col-qmarma berta da artur gundakar fon zunterebma.

maT mier gamoqveynebuli istoriuli xasiaTis narkvevebSi

gadmocemulia XIX saukunis 90-iani wlebis saqarTvelos,

kerZod, samegrelos cxovreba. maT SeZles gaecnoT msof-

liosaTvis saqarTvelo eTnografiuli kuTxiT. saqarTve-

loSi mogzaurobis STabeWdilebebi da mogonebebi gamoq-

veynebuli aqvT egon rvin kiss, ludvig rens, alfred ku-

relas, giuTner Stains, rihard krists da mraval sxvas.

es mxolod is mciredi CamonaTvalia, romelTa Zalisxme-

viT saqarTvelos saxeli gatanili iqna msoflioSi [5].

saqarTvelos yofa-cxovrebaze, mis adaT-wesebze da

zne-Cveulebebze saintereso leqsebi daweres iohane beher-

ma (`sufruli~), herman budenzingma (`rusTaveli~), kubam

(`Tbilisi~) helmut hraislerma (`yurZeni damwifebula

mwvervalebidan~), rainer da zara kirSebma, aqsel Sulcem,

marin buxhornma da sxvebma. maT turistuli TvaliT dau-

naxavT saqarTvelo da mxatvrulad gadmouciaT saqarTve-

loSi gagonili, nanaxi da gancdili. gansakuTrebiT aR-

niSvnis Rirsia is, rom maT SemoqmedebaSi Rrmad SeWrila

jvris monastrisa da sveticxovlis sidiade, qarTlisa da

kaxeTis peizaJi, saguramos simyudrove, Savi zRvis mimzid-

veloba (aWara), Tergis daudgromoba, qarTuli bazris ko-

lorituloba, qarTuli xalxuri rewvis nimuSebis ganume-

orebloba, istoriuli Zeglebis sidiade, niko firosmanis

SemoqmedebiTi tkboba, qarTuli xalxuri simRerebiTa da

poeziiT aRtaceba, qarTveli kacis gulgaxsniloba da

stumarTmoyvareoba.

302

saqarvelos gaaCnia saerTaSoriso biznesis ganviTare-

bis sferoSi didi potenciali, radgan saqarTvelos ku-

rortebis umetesobas samkurnalo Tvisebac aqvs. Cveni qve-

yana mdidaria msoflio mniSvnelobis istoriuli Zegle-

biT. ucxoeli turistebisaTvis mimzidvelia saqarTvelo

eTnografiuli mravalferovnebiT. svaneTis, raWis, mTiu-

leTis, xevis, xevsureTis, samcxe-javaxeTis, TuSeTis da

fSavis yofa-cxovrebis ganumeorebeli stili da xibli

uamrav cnobismoyvare adamians izidavs.

saqarTveloSi bolo ori wlis ganmavlobaSi stumris

statusiT Camosulma turistebis ricxvma naxevar milions

gadaaWarba, ramac dagvanaxa is naklovanebebi, romelmac

Tavi iCina turistuli biznesis ganviTarebaSi. keTilmow-

yobili garemo, gzebi, sastumroebi sakmarisi ar aRmoCnda

turistTa gazrdili moTxovnebis dasakmayofileblad. ad-

gilobrivi soflis meurneobis produqtebis simcirem, sam-

rewvelo produqtebis uxarisxobam mkveTri gavlena iqo-

nia turizmis sferoSi Semosavlebis koncentraciaze. tu-

rizmidan Semosuli Tanxebis umetesobam sxva qveynebSi

gadainacvla. amis gamo saWiro gaxda erTiani programis

SemuSaveba, romelic warmoaCens mrewvelobisa da sarek-

lamo komunikaciis rols saerTaSoriso turizmis ganvi-

Tarebis sferoSi.

saerTaSoriso biznesis socialur-kulturuli gare-

mo, xalxuri rewva qarTuli kulturis erT-erTi mniSvne-

lovani nawilia, romelic turizmis ganviTarebis interes-

Ta sferoSia moqceuli. saqarTveloSi mravladaa sxvadas-

xva profesiis gamocdili ostatebi, xelosnebi, romelTa

naxelavic xelovnebis nimuSebia da turistebSi did inte-

ress iwvevs. tradiciulad saqarTvelos calkeuli pro-

vinciebi sxvadasxva xelobis ostatebiT iyo ganTqmuli.

mag., raWa gamoirCeoda xis damuSavebis xelosanTa simrav-

li, TuSeTi SesaniSnavi fardagebis, nabdebis da windebis

warmoebiT, fSav-xevsureTi vercxlis samkaulebiT da nake-

TobebiT. aucilebelia msubuqi mrewvelobis dargebis am

303

kuTxiT ganviTareba, raTa mravalferovani turistebis Se-

mosvlis SemTxvevaSi dakmayofildes maTi moTxovnebi ro-

gorc esTetikuri, aseve finansuri kuTxiT.

dReisaTvis, rogorc arasdros, Zalian mniSvnelovania

aseve sareklamo komunikaciebis gamoyeneba turizmis gan-

viTarebisTvis. reklama adamianis fsiqologiaze zemoqme-

debis yvelaze efeqturi saSualebaa da amitom masze moT-

xovnileba yvela sferoSi yoveldRiurad izrdeba. ar aqvs

mniSvneloba vaxdenT saqonlis reklamirebas Tu turiz-

mis reklamas, _ yvela SemTxvevaSi es SemoqmedebiTi saqmi-

anobis Sedegia, romelic ar unda xdebodes kopirebis ga-

moyenebiT. aucilebelia profesionalizmi am sferoSi,

radgan satelevizio reklamebi TandaTanobiT kargaven im

popularobas, romelic maT gaaCndaT dRemde. aman dRis

wesrigSi daayena sxvadasxa sareklamo saSualebebis er-

Tdrouli gamoyenebis aucilebloba, rac warmoadgens in-

tegrirebul marketingul komunikaciebs, sadac xdeba

sxvadasxva sareklamo meTodebis Sejameba da Serwyma,

produqciis SefuTvidan dawyebuli da sazogadoebamde

damTavrebuli. axali epoqa aris sareklamo komunikacie-

bis da reklamis epoqa. turizmis sferos ganviTarebis

erT-erT xelSemwyob saSualebas warmoadgens msubuqi

mrewvelobis produqciis qarTuli nacionaluri elemen-

tebis gamoyenebiT Seqmna da reklamireba. am kuTxiT unda

warimarTos sainformacio saSualebebis (radio, televi-

zia, gazeTebi, saqmiani Jurnalebi, cnobarebi, bukletebi)

gamoyeneba, gamofenebSi, konferenciebze, gamarTul saer-

TaSoriso da adgilobriv bazrebze monawileobis miReba,

reklamebis ganTavseba savaWro JurnalebSi, fablisitisa

da sazogadoebasTan urTierTobis gamoyeneba (PR). sareklamo menejmentSi ZiriTadi aqcenti unda gakeT-

des komunikaciis integrirebaze, romelic exeba sakvlev

sasaqonlo markas (brends).

imk-s gamoyenebiT SesaZlebeli gaxdeba sasaqonlo

markis gansakuTrebuli pozicionireba da sareklamo ko-

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munikaciebis, gasaRebis stimulirebis meTodebisa da sa-

Sualebebis integracia droisa da momsaxurebis interese-

bis gaTvaliswinebiT.

amJamad saqarTveloSi saerTaSoriso biznesis warma-

tebis erT-erTi gza turizmi, gamocxadebulia saxelmwi-

fo politikis erT-erT prioritetad. amitom aucilebelia

saqarTvelos Sesaxeb sruli informacia xelmisawvdomi

gaxdes yvela dainteresebuli pirisaTvis, risTvisac saWi-

roa sainformacio masalis miwodeba da gavrceleba mox-

des profesionalur doneze turistuli saagentoebis mi-

er. aseve moxdes yvela informaciis ganTavseba specialu-

rad am sferosaTvis Seqmnil internet-saitze.

saqarTvelos mdidari kulturuli SesaZleblobebi-

dan gamomdinare SeuZlia optimalurad CaerTos sarTaSo-

riso turistul biznesSi, rac am dargis ganviTarebas

Seuwyobs xels. turizmma SeiZleba qveynis ekonomikis 10-

15% moicvas. amis winapirobaa is, rom saqarTvelo erT-er-

Ti yelaze saintereso qveyanaa msoflioSi mravali aspeq-

tiT: istoriiT, klturuli ZeglebiT, materialuri da su-

lieri faseulobebiT, tradiciebiT, maravalferovani sam-

zareuloTi, cxovrebis wesiT.


1. Гуляев В.Г., Туризм. экономика и социальное развитие, М., 2003; 2. Дэкон Р. Росситео, Ларри Переи. Реклама и продвижение товаров. 2001; 3. xaxutaSvili e., kapanaZe l., PR-is roli turizmis gan-

viTarebaSi, Jurnal moambis damateba, 2006, #8;

4. kapanaZe l., abaSiZe q., PR da reklama msubuq mrewvelo-

baSi, saerTaSoriso konferencia `verbaluri komunikaci-

uri teqnologiebi~, 2010;

5. kaxniaSvili v., kolxeTidan Tanamedrove saqarTvelom-

de, gamomcemloba `merani~, Tb., 1984.

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Elisabet Khakhutashvili Georgia. Technical University of Georgia. Phd, Associate professor Lia Kapanadze Georgia. Technical University of Georgia. Phd, Associate professor Ketevan Abashidze Georgia. Technical University of Georgia. Post graduate student

The role of Sociocultural Factors in Tourism Advertising

Communications Summary

Tourism is one of the most fastest growing sectors of international business. It plays an important role in the improvement of population heath, political stability, social equality, etc. Advertising communications as an effective means of psychological influence on people are very important for the development of tourism.

Consideration of the national sociocultural variables in tourism advertising can help not only the development of this industry, but also the growth of the economy, as a whole. The authors argue that one of the important pre-conditions of tourism development in Georgia, is the enhancement of the role of historical and cultural values in advertising communications.

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TORNIKE KHOSHTARIA MBA

THE ASPECTS AND COMPLICATIONS OF ADVERTISEMENT ON INTERNATIONAL MARKETS

Great Britain, Cardiff, University of Wales institute

Introduction A dictionary definition of ‘’advertise’’ would be ‘’to make known: to

inform’’. All advertisements can be seeing to offer information, and can be regarded as communications about products, services and organizations. (Lancaster et.al., 2006)

Advertising has been with us for millennia, and has evolved alongside our maturing civilizations. From the ruins of ancient Arabia, Egypt, Greece and Rome to the streets and homes of our modern day metropolises, it has been an ever present in its various guises.

Despite its long history, it was not until the nineteenth century that the brand led advertising industry as we know it today developed. The industry reached maturity in the twentieth century, and continues to evolve in the twenty-first. (http://lbug.co.uk/history.html )

In this essay the characteristics of the advertisement will be

discussed. How companies and whole businesses deal with various social-

cultural environments to rise their profit on international arena.

Firstly, a brief history review will be presented to generate general idea of what advertising is. Secondly, a reader will be becoming familiar to the aspects of the international advertising techniques and tactics. Thirdly, Challenges of international advertising is going to be explained in order to clearly understand difficulties facing advertisers and producers and finally, assignment will highlight International advertising and the communication process.

1. A BRIEF HISTORY OF ADVRTISING

Anyone who works in business understands the importance of adver-tising. It is absolutely essential to almost any business. Without advertising, far less people will know who you are. Effective advertising can put your business on the map and is a force that can help drive sales and increase

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profits - if done correctly. So, how did it start? Where did the major of ad-vertising campaigns we see today stem from?

The birth of advertising

Since before the dawn of man there has never been a time when we were free of advertising. Even animals promote themselves through displays of their size and prowess. Before the written word developed the first ads were the shouts of street vendors hawking their wares. By 4,000 BC advertisements printed on papyrus or painted on walls began to appear in ancient Egypt. The Romans used posters to promote circuses and gladiator matches and by the Middle Ages illustrated handbills and notices were commonplace. (http://adage.com, 2011)

The infancy of advertising

The Weekly News, England's first newspaper started publication in 1622 and carried the first documented print advertisement. Eight years later, in Paris, the first advertising agency opened but, unlike the agencies of today, the advertiser was responsible for the writing of their own ad and once placed it remained in store and would only be seen by people who chose to enter the premises.

Advertising in adolescence

Advertising as an art really began to develop in the nineteenth century, coinciding with the increased prominence of brands. For the first time the techniques of language and layout and the mixture of images and words were used as they are today. In the late 1800s, as manufacturing boomed and the consumer society was born, advertising became an important part of business, and it was recognized that it should be left to experts in the field. It was during this period that many of the big names in advertising today were founded. (http://adage.com, 2011)

In the early part of the twentieth century, governments too began to use the power of advertising and skilled specialists churned out propaganda using techniques of psychological manipulation to flatter, frighten, or shame the target audience into compliance.

Advertising comes of age

After World War One advertising continued to develop. Advertisers quickly utilized theories such as subconscious fears and the desire to belong from the emerging science of psychology in order to achieve their aims. As quickly as new media, like radio and cinema, developed advertisers found

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ways to utilize them. In fact, the original 'soap operas' got their name due to being sponsored by soap manufacturers who pioneered an early version of product placement with frequent plugs for their products. (http://www.designhistory.org, 2011)

The end of World War Two signaled a boom in consumer spending and, thanks to the increasing popularity of television, a huge increase in the amount of advertising as manufacturers sought to create demand for their new products. Sponsored programming soon filled the airwaves as advertisers sought to take advantage of the increased brand recognition that came with TV. Because of the expansion of economies in the 1950s, it was a decade of explosive growth for the advertising industry, and it was during this period that the business world really accepted the worth and power of advertising. Many of the innovative theories of practitioners such as Leo Burnett and David Ogilvy still dominate advertising practice today.

Due to the rising costs of production, single sponsor programming started to disappear in the 1960s and was replaced by the commercial break where companies shared airtime with other advertisers. (http://www.designhistory.org, 2011)

Advertising's digital age

Although traditional media such as newspapers, TV and billboards still constitute the vast bulk of advertising spending, digital advertising is become increasingly important. Advertisers are increasingly looking to new phenomena such as viral advertising, digital marketing, contextual advertising, and most importantly social networking to precisely target consumers. Year on year the proportion and volume of digital advertising grows, as advertisers seek to exploit these new media

2. INTERNATIONAL ADVERTISING AND ITS CHALLENGES

Intense competition for worlds markets and the increasing sophistica-tion of foreign consumers have led to a need for more sophisticated strate-gies. Increased costs, problems of coordinating advertising programs in multiple countries, and a desire for a common worldwide company or prod-uct image have caused companies to seek greater control and efficiency without sacrificing local responsiveness. In the quest for more effective and responsive promotion programs, the policies covering centralized or decen-tralized authority, use of single or multiple foreign or domestic agencies,

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appropriation and allocation procedures, copy, media and research are being examined. (Ghuari & Catiora 2006)

One of the most widely debated policy areas pertains to the degree of spe-cialized advertising necessary from country to country. One view sees advertis-ing customized for each country or region because every country is seen as pos-ing a special problem. Executives with this viewpoint argue that the only way to achieve adequate and relevant advertising is to develop separate campaigns for each country. At the other extreme are those who suggest that advertising should be standardized for all markets of the world and who overlooked re-gional differences altogether. (Ghuari & Catiora 2006)

The essence of successful advertising is convincing people that a product is meant for them. By purchasing it, they will receive some benefit, whether it be lifestyle, status, convenience or financial. However, when an advertising campaign is taken abroad different values and perceptions as to what enhances status or gives convenience exist. These differences make the original advertising campaign defunct.

The growing intensity of international competition, coupled with com-plexity of marketing multinationally, demands that the international adver-tiser function at the highest creative level. Advertisers from around the world have developed their skills and abilities to the point that advertise-ments from different countries reveal basic similarities and a growing level of sophistication. To complicate matter further, boundaries are placed on creatively by legal, tax, language, cultural, production and cost limitations.

Legal and tax considerations Laws that control comparative advertising vary from country to coun-

try in all over the world. In Germany, it is illegal to use any comparative technology; you can be sued by a competitor if you do. Belgium and Lux-embourg explicitly ban comparative advertisement, whereas it is clearly authorized in the United Kingdom, Sweden, Spain and Portugal. The Euro-pean Commission is issuing several directives to harmonize the law govern-ing advertising. Man fear that if the law is not harmonized, member states may close their borders to advertising that does not respect their national rules. The directive covering comparative advertising will allow implicit comparisons that do not know competitors, but will ban explicit comparison between named products. In Asia, an advertisement showing chimps choos-ing Pepsi over Coke was banned from most satellite television. On the other

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hand, for instance in Kuwait the government controls TV networks, allows only 32 minutes of advertising time per day. (Ghuari & Catiora 2006)

According to Catiora 2006 some countries have special taxes that ap-ply to advertising, which might restrict creative freedom in media selection. The tax structure in Australia best illustrates how advertising taxation can distort media choice by changing the cost ratios of various media.

Language in Cross Cultural Advertising It may seem somewhat obvious to state that language is key to effec-

tive cross cultural advertising. However, the fact that companies persistently fail to check linguistic implications of company or product names and slo-gans demonstrates that such issues

are not being properly addressed. The advertising world is littered with examples of linguistic cross cul-

tural blunders. Of the more comical was Ford's introduction of the 'Pinto' in Brazil. After seeing sales fail, they soon realized that this was due to the fact that Brazilians did not want to be seen driving a car meaning 'tiny male genitals'.

Language must also be analyzed for its cultural suitability. For exam-ple, the slogan employed by the computer games manufacturer, EA Sports, "Challenge Everything" raises grumbles of disapproval in religious or hier-archical societies where harmonious relationships are maintained through the values of respect and non-confrontation. It is imperative therefore that language be examined carefully in any cross cultural advertising campaign

Communication Style in Cross Cultural Advertising Understanding the way in which other cultures communicate allows

the advertising campaign to speak to the potential customer in a way they understand and appreciate. For example, communication styles can be ex-plicit or implicit. An explicit communicator (e.g. USA) assumes the listener is unaware of background information or related issues to the topic of dis-cussion and therefore provides it themselves. Implicit communicators (e.g. Japan) assume the listener is well informed on the subject and minimizes information relayed on the premise that the listener will understand from implication. An explicit communicator would find an implicit communica-tion style vague, whereas an implicit communicator would find an explicit communication style exaggerated.

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Production and cost limitations Creatively is especially important when a budget is small or where

there are several production limitations, poor-quality printing and a lack of high-grade paper. For example, the poor quality of high-circulation glossy magazines and other quality publications has caused Colgate-Palmolive to depart from its customary heavy use of print media in the West for other media in Eastern Europe.

Colours, numbers and images in cross cultural advertising Even the simplest and most taken for granted aspects of advertising

need to be inspected under a cross cultural microscope. Colours, numbers, symbols and images do-not-all-translate-well-across-cultures. In some cultures there are lucky colours, such as red in China and unlucky colours, such as black in Japan. Some colours have certain significance; green is considered a special colour in Islam and some colours have tribal associations in parts of Africa.

Many hotels in the USA or UK do not have a room 13 or a 13th floor. Similarly, Nippon Airways in Japan do not have the seat numbers 4 or 9. If there are numbers with negative connotations abroad, presenting or packaging products in those numbers when-advertising-should-be-voided. (Harvey,1993)

Images are also culturally sensitive. Whereas it is common to see pictures of women in bikinis on advertising posters on the streets of London, such images would cause outrage in the Middle East.

Cultural Values in Cross Cultural Advertising When advertising abroad, the cultural values underpinning the society

must be analysed carefully. Is there a religion that is practised by the majority of the people? Is the society collectivist or individualist? Is it family orientated? Is it hierarchical? Is there a dominant political or economic ideology? All of these will impact an advertising campaign if left unexamined. For example, advertising that focuses on individual success, independence and stressing the word "I" would be received negatively in countries where teamwork is considered a positive quality. Rebelliousness or lack of respect for authority should always be avoided in family orientated or hierarchical societies. By way of conclusion, we can see that the principles of advertising run through to cross cultural advertising too. That is - know your market, what

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is attractive to them and what their aspirations are. Cross cultural advertis-ing is simply about using common sense and analyzing how the different elements of an advertising campaign are impacted by culture and modifying them to best speak to the target audience. (http://www.sideroad.com; 2010)

3. INTERNATIONAL ADVERTISING AND THE COMMUNICATION PROCESS

Promotional activities (advertising, selling sales promotions and public relations) are basically a communication process. All the attendant problems of developing an effective promotional strategy in domestic marketing plus all the cultural problems discussed earlier must be overcome to have a successful international promotional program. A major consideration for foreign marketers is to ascertain that all constrains (cultural diversity, media limitations, legal problems, and so forth) are controlled so the right message is communicated to and received by prospective consumer. (Blythe2003)

In the communication process, each of seven identifiable segments can ultimately affect the accuracy of the process. As illustrated in Exhibit 1 the process consists of:

1. an information source - an international marketing executive with a product message to communicate

2. encoding - the message from the source converted into effective symbolism for transmission to a receiver

3. a message channel – the sales force and/or advertising media that conveys the encoded message to the intended receiver

4. decoding – the interpretation by the receiver of the symbolism transmitted from the information source

5. receiver – consumer action by those who receive the message and are the target for the thought transmitted

6. feedback – information about the effectiveness of the message, which flows from the receiver (the intended target) back to the information source for evaluation of the effectiveness of the process, and to complete the process, and

7. noise – uncontrollable and unpredictable influence such as competitive activities and confusion detracting from the process and affecting any or all of the other six steps. (Lancaster et. Al. 2002)

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Exhibit 1 The international communication process

Source: LSC student portal Unfortunately, the process is not as simple as just sending a message

via a medium to a receiver and being certain that the intended message sent is the same one perceived by the receiver. Most promotional misfires, or mistakes, in international marketing are attributed to one or several of these steps not properly reflecting cultural influences and/or general lack of knowledge about the target market. (Blythe2003)

SUMMERY

To sum up, it can be seen from above essay that Social-cultural environment of international business is quite complex phenomenon which requires very attentive dealing. Moreover, advertising abroad presents the most sensible side of that tough sphere. (Social-cultural environment of international business) Every single advertiser and/or marketer must be aware what they are promoting and where. They should estimate and analyze target market, consumer’s behavior existing on that market and cultural differences, In order to adjust their promotional strategies on international market, hence, not to fail globally.

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REFERENCIES: • Ghuari P. & Catiora P., (2006) ‘’ International Marketing’’

Berkshire; McGraw Hill; 2nd Edition; pp.387-406 • Blythe B. (2003) ‘’Essentials of Marketing’’ Essex ; Prentice Hall;

2nd Edition; pp. 35-38 • Lancaster G. , Massingham L., & Ashford R.,( 2002) ‘’Essentials

of Marketing’’ London, McGraw Hill, 4th Edition; pp. 302-314 Journals / Magazines • Harvey M, 1993 ‘’ Points of View: A Model to Determine

Standardization of the Advertizing Process in International Markets’’, Journal of Advertising Research, pp. 57-60

• Levitt T., (1983) ‘’ The Globalization of Markets’’, Harvard Business Review , pp. 92102

Internet materials • http://www.ingentaconnect.com, 2011 available from: [http://www.ingentaconnect.com/content/bpl/sjpe/2007/00000054/000

00003/art0007 accessed on 03 February 2011 ] • http://www.sideroad.com, 2011 available form :

[http://www.sideroad.com/Cross_Cultural_Communication/internati

onal-advertising.html accessed on 03 February 2011 ]

• http://adage.com, 2011 available from : [http://adage.com/century/timeline/index.html: accessed on 03

February 2011 ] • http://lbug.co.uk 2011; available from: [http://lbug.co.uk/history.html : accessed on 03 February 2011 ] • http://www.designhistory.org , 2011; available from: [http://www.designhistory.org/advertising_fall_08.html: accessed on

03 February 2011 ]

315

Tornike xoStaria

didi britaneTi. kardifis universiteti. biznesis

administrirebis magistri

sareklamo saqmianobis winaRmdegobebi saerTaSoriso

bazrebze

reziume

naSromSi ganxilulia saerTaSoriso sareklamo saqmi-

anobis sxvadasxva aspeqti. avtori warmoadgens reklamis

mokle istoriul eqskurss, aanalizebs sareklamo saqmia-

nobis taqtikas saerTaSoriso bazrebze, sadac kompaniebi

mravalferovan sociokulturul garemos awydebian; ax-

snilia saerTaSoriso sareklamo saqmianobasTan dakavSi-

rebuli sirTuleebi. avtori askvnis, rom saerTaSoriso

sareklamo saqmianoba mgrZnobiarea sicoikulturuli ga-

remos, rogorc kompleqsuri fenomenis mimarT. calkeulma

mwarmoebelma Tu marketologma zustad unda gansaz-

Rvros, sad da romeli saqonlis win wawevis politika ga-

naxorcielos. saWiroa miznobrivi bazrebis, am bazrebze

momxmarebelTa qcevisa da kulturuli Taviseburebebis

Sefaseba da analizi, imisaTvis, rom saqonlis win wawevis

strategia warmatebuli iyos.

316

lela jamagiZe

ekonomikis akademiuri doqtori, asistent profesori

g. hofstedes modelis gamoyenebis SesaZleblobebi

saqarTvelos sociokulturuli garemos kvlevaSi

saqarTvelo. ivane javaxiSvilis saxelobis Tbilisis

saxelmwifo universiteti

saerTaSoriso biznesis im specifikur problemaTa

Soris, romlebic ukanaskneli wlebis ganmavlobaSi

mkvlevarTa mzard yuradRebas iqcevs, mniSvnelovani adgi-

li uWiravs sociokulturuli cvladebis gavlenas biz-

nes procesebsa da mis saboloo Sedegebze. nebismieri

biznesi konkretul sociokulturul konteqstSi warimar-

Teba. marTalia, biznesisTvis upirvelesia miRebuli mo-

gebisa da danakargebis analizi, magram warmatebisTvis

aranakleb mniSvnelovania sociokulturuli garemos ele-

mentebis Sefaseba. mosazreba imis Sesaxeb, rom kapitalis-

turi sistemis pirobebSi biznesis ganviTareba mniSvnelo-

vanwilad araekonomikuri faqtorebiTac aris ganpirobe-

buli, jer kidev maqs veberis cnobil naSromSia (`kapita-

lizmis suli~) gamoTqmuli. aq gansakuTrebuli adgili

simdidris dagrovebaze religiis gavlenas eTmoba _ “pro-

testantuli eTika” ubiZgebs adamianebs biznesSi fulis

reinvestirebas, rac ekonomikur zrdaze aisaxeba.

adamianebs aqvT is Rirebulebebi da damokidebulebe-

bi, romlebic Tavisi sazogadoebisa da kulturisagan Sei-

Zines da maT avlenen rogorc menejerebi, momuSaveni an

momxmareblebi. sociokulturul garemos ayalibebs qceve-

bi da urTierTobebi, romlebSic CarTulni arian sazoga-

doebis wevrebi. masSi SeiZleba Sediodes iseTi faqtore-

bi, rogorebicaa demografiuli maxasiaTeblebi (asaki, sqe-

si, rasobrivi, klasobrivi da eTnikuri, religiuri Semad-

genloba), sazogadoebis faseulobebi da damokidebulebe-

bi, cxovrebis stili, urTierTobebi da sxva. sazogadoe-

317

bis ama Tu im damokidebulebis Secvlas SeuZlia biznes-

ze wamaxalisebeli an Semaferxebeli gavlena moaxdinos.

magalTad, XX saukunis II naxevarSi dasavleTSi mimdinare

sazogadoebrivi cvlilebebi, rac adamianis uflebebis

prioritetSi, diskriminaciis aRmkveTi kanonmdeblobis

danergvaSi gamoixata, Tavisi SedegebiT bizneszec aisaxa.

korporaciebis socialuri pasuxismgeblobis sakiTxis ga-

aqtiureba, aseve, SeiZleba sazogadoebrivi Rirebulebebi-

sa da damokidebulebebis cvlilebis biznesze gavlenis

Sedegad miviCnioT.

sazogadoebis wevrTa, rogorc momxmarebelTa Sexedu-

lebebi da damokidebulebebi, aseve, zemoqmedebs biznesze.

ekonomikuri Teoria varaudobs, rom momxmareblebic, ise-

ve, rogorc sxva ekonomikuri subieqtebi, cdiloben Tavi-

anTi SezRuduli resursebi gaanawilon ise, rom maTi in-

dividualuri interesi maqsimalurad dakmayofildes. miu-

xedavad amisa, “eTikuri konsiumerizmis” idea ubiZgebs

momxmareblebs gaawonasworon sakuTari interesebi sxvaTa

interesebis mimarT.

saerTaSoriso doneze biznesis warmateba SeuZlebe-

lia adgilobrivi sociokulturebis gagebisa da maTi

efeqturad marTvis gareSe. saerTaSoriso saqmiani urTi-

erTobebis procesSi rac ufro meti kulturaa warmodge-

nili, miT ufro rTulia warmatebis miRweva, radgan sxva-

dasxva jgufis mier miRebuli gadawyvetilebebi yalibde-

ba im calkeuli kulturis konteqstiT, romlis warmomad-

genlebic arian mocemuli jgufebis wevrebi.

sociokulturuli cvladebis safuZvliani analizi

da kulturis saerTaSoriso biznesis kvlevebSi inkorpi-

reba dRes gansakuTrebiT aqtualuria saqarTvelosTvis,

romelic cdilobs globalur ekonomikur da kulturul

sivrceSi srulfasovan konkurentul subieqtad integri-

rebas. sagareo faqtori qveynis socialuri da ekonomiku-

ri ganviTarebis umniSvnelovanes pirobad aris miCneuli.

saqarTvelos sociokulturuli garemos Taviseburebebis

318

gamo SeiZleba SeizRudos ucxouri kompaniebis aqtivebis,

strategiebisa da zogadad, saqmianobis aq gadmotanis Se-

saZleblobebi, Tuki maT ar eqnebaT farTo warmodgena im

Rirebulebebis, damokidebulebebisa da qcevis Sesaxeb,

romlebic saqarTveloSi biznespraqtikaze axdens gavle-

nas. saerTaSoriso biznesis subieqtebis gadawyvetilebebi

kulturis Taviseburebebze bevradaa damokidebuli, ami-

tom kulturis niSanTvisebebi, romelic mas sxva danarCe-

ni kulturebisgan gamoarCevs, e.i. nacionaluri kulturu-

li identuroba (Clark, 1990) saerTaSoriso biznesSi qveynis

monawileobis mniSvnelovani determinanti SeiZleba iyos.

sociokulturuli cvladebis biznesisa da menejmentis

sferoze zemoqmedebis yvelaze farTod aRiarebuli mecnie-

ruli gamokvleva ekuTvnis g. hofstedes. misi kvlevis Sina-

arsi eyrdnoba mosazrebas, rom adamianebi arian erTgvari

“mentaluri programis” matarebelni, romelic maT miiRes

ojaxisgan da Semdgom igi gaZlierda skolasa da organiza-

ciebSi. es “mentaluri programa” nacionaluri kulturis

komponentebis Semcvelia da erTmaneTisgan ganasaxvavebs

sxvadasxva qveynis warmomadgenelTa Rirebulebebs.

avtors miznad hqonda dasaxuli eCvenebina, rom gar-

kveuli ganzomilebebis SemuSavebiT SeiZleba mowesrigdes

sxvadasxva sazogadoebebis RirebulebaTa sistemebi. kvle-

vis empiriul bazad gamoyenebuli iqna kiTxvarze dafuZne-

buli interviuebis safuZvelze Sedgenili monacemTa baza.

gamokiTxvebi Catarda kompania IBM-is Svilobil kompanieb-

Si msoflios 72 qveyanaSi. kvleva Catarda orjer 1968 da

1972 wlebSi da Segrovda sul 116 000 kiTxvari. Semdgom

gamokvlevebSi hofstedem damatebiT gamoikvlia sazogado-

ebis iseTi kategoriis jgufebi, rogorebicaa komerciuli

aviaxazebis pilotebi da studentebi 23 qveyanaSi, samoqa-

laqo samsaxuris menejerebi 14 qveyanaSi, momxmareblebi 15

qveyanaSi da “elita” 19 qveyanaSi.

Teoriuli da statistikuri analizis safuZvelze av-

torma gamoyo jer oTxi ganzomileba, xolo Semdeg _ xuTi.

319

es ganzomilebebia:

1. Zalauflebrivi distancia – gviCvenebs organizacieb-

sa da institutebSi naklebi Zalauflebis mqone adamianebis-

Tvis ramdenad misaRebia Zalauflebis araTanabari gadanawi-

leba. mTavari problema aq aris Zalauflebis uTanabroba,

romelic yvela calkeul sazogadoebas axasiaTebs. ZiriTa-

di kategoriebi, romlebic SeiZleba gamoyenebul iqnes Za-

lauflebrivi distanciis asaxsnelad aris: Tanasworoba _

uTanasworoba, privilegiebi, socialuri rangi, socialuri

statusi, socialuri rolebi, damokidebulebis done, ierar-

qia, Zalauflebis safuZveli da wyaroebi, Zalauflebis le-

gitimacia, Zalauflebis gamovlenis gzebi, socialuri fe-

nebi (klasebi, jgufebi), TviTidentificireba, uflebebi _

movaleobebi, konkurentunarianoba _ solidaroba _ koope-

racia, menejmentis stili da sxva.

Zlauflebisadmi pativiscema damaxasiaTebelia saf-

rangeTis, espaneTis, meqsikis, iaponiis, braziliis, indone-

ziisa da singapuris sazogadoebebisTvis. maTgan gansxva-

vebiT, aSS-is israelis, avstriis, daniis, irlandiis, nor-

vegiis, germaniis da axali zelandiis sazogadoebebi xa-

siaTdebian dabali Zlauflebrivi distanciiT.

2. ganusazRvrelobis acileba _ gviCvenebs sazogado-

ebis wevrebi uCveulo, winaswar ganusazRvrel garemoSi

ramdenad ganicdian diskomforts. aq mTvari problemaa

sazogadoebas ramdenad SeuZlia gaakontrolos arakon-

trolirebadi procesebi. ZiriTadi kategoriebi, romlebic

am sazomis gamoyenebiT ama Tu im kulturis daxasiaTebis

SesaZleblobas mogvcems, aris: usafrTxoeba _ safrTxe,

mRlevareba _ simSvide, SiSi _ fsiqologiuri komforti,

agresia, konfliqtebi, dawerili/dauwereli wesebi, stabi-

luroba _ cvlilebebi, riski, mcired struqturiebuli _

Zlier struqturirebuli situaciebi, dro - drois mniS-

vneloba – punqtualuroba, moqmedeba _ umoqmedoba, stan-

dartuli _ arastandartuli _ inovaciuri da sxva.

320

hofstedes mixedviT, ganusazRvrelobas advilad egue-

bian aSS-is, daniis, SvedeTis, singapuris, honkongisa da av-

straliis sazogadoebebi, xolo israelis, avstriis, iapo-

niis, italiis, kolumbiis, safrangeTis, perus da germaniis

mosaxleoba cdilobs, Tavi aaridos ganusazRvrelobas.

3. individualizmi/koleqtivizmi – gansazRvravs imas,

individebi damoukidebelni arian Tu jgufTan itegrire-

bulni. am or poluss Soris adgilis moZebna aris prob-

lema, romlis winaSe yvela sazogadoeba dgas.

ZiriTadi kategoriebi, romlebic axasiaTebs sazoga-

doebas mocemuli sazomis mixedviT SeiZleba iyos: Caketi-

li _ Ria jgufebi, uflebebis, movaleobebis, pasuxismgeb-

lobis obieqtebi, individis mniSvneloba, jgufebis mniS-

vneloba, individis/jgufis prioritebebi da interesebi,

integrireba _ gamocalkeveba, damokidebuleba _ damouki-

debloba, Tanasworoba _ individis Tavisufleba, valde-

buleba jgufis/sakuTari Tavis winaSe, socialuri garemo,

harmonia, konfrontacia da sxva.

hofstedes mier miRebuli daskvnebis Tanaxmad, aSS-

is, didi britaneTis, avstraliis, kanadis, axali zelandi-

isa, da niderlandebis sazogadoebebi midrekilni arian

individualizmisaken, xolo meqsikis, saberZneTis, taiva-

nis, perus, singapuris, kolumbiis da pakistanis mcxovreb-

lebi amJRavneben midrekilebas koleqtivizaciisken.

4. maskulinuroba/feminuroba – axasiTebs emociur da-

mokidebulebebs da erTmaneTs upirispirebs mtkice masku-

linur da naz feminur sazogadoebebs. aq mniSvnelovani

kategoriebia: dominanturi miznebi/Rirebulebebi, socia-

luri samarTlianoba, qcevis modelebi, konfliqtebis

marTvis wesi, mokrZaleba – ambicia, Tanasworoba _ samar-

Tlianoba, kooperacia _ konkurencia, urTierTobebi _

Sroma, brZola _ kompromisi, Zala _ sisuste, adamianebi

da urTierTobebi _ fuli da obieqtebi da sxva.

H hofstedes daskvnebis Tanaxmad, iaponiaSi adamianebi

SedarebiT aqtiurni da mizanmimarTulni arian, maSin,

321

rodesac germaniaSi, meqsikaSi, iatliasa da aSS-Si sazo-

gadoebebs axasiaTebT pasiuri miznobrivi orientacia.

5. moklevadiani/grZelvadiani orientacia – gansaz-

Rvravs ramden xans daelodeba sazogadoeba Tavisi matri-

aluri, socialuri da emociuri moTxovnilebebis dakma-

yofilebas. es sazomi IBM-is kvlevis Sedegad ar gamovle-

nila. igi wina oTxs daemata 1985 wels Cinuri Rirebule-

bebis kvlevis farglebSi msoflios 23 qveyanaSi Catare-

buli gamokiTxvebis Semdeg. Tavdapirvelad mas avtorma

konfucianuri Sromis dinamika uwoda, mogvianebiT ki

grZelvadiani orientaciis saxeliT aris moxseniebuli.

rogorc hofstede aRniSnavs, am ori polusis (grZelvadi-

ani/moklevadiani orientacia) win wamoweva konfucianur

moZRvrebazea dafuZnebuli, romlisTvisac mniSvnelovania

iseTi Rirebulebebi, rogorebicaa gamZleoba da siuxve,

pirovnuli stabiluroba da tradiciebis pativiscema.

qveynebis analizma aCvena, rom aRmosavleT aziis qvey-

nebs aqvT grZelvadiani orientaciis yvelaze maRali maC-

venebeli, xolo SedarebiT dabali _ dasavleTis qveynebs.

amasTan, 1965-85 wlebis periodSi gamovlinda grZelvadia-

ni orientaciis maCveneblebis Zlieri korelacia ekonomi-

kur zrdasTan. aziis qveynebis ekonomikur warmatebebs

hofstede maTi grZelvadiani orientaciiT xsnis.

g. hofstedes naSromSi warmoCenilia organizaciuli

kulturisa da nacionaluri kulturis urTierTmimarTe-

bis sferoebi. organizaciuli kulturebi misTvis calke

Seswavlis obieqti iyo 1985-86 wlebSi. kvleva ganxorci-

elda SvedeTsa da niderlandebSi. mTavari daskvna, rome-

lic am kvlevidan gamomdinareobs, aris is, rom naciona-

lur kulturebs Soris gansxvavebas ganapirobebs umTav-

resad Rirebulebebi, xolo organizaciul kulturebs er-

TmaneTisgan maTi praqtika ganasxvavebs.

iseve rogorc nacionaluri kulturebis SemTxvevaSi,

organizaciuli kulturis dasaxasiaTeblad SemuSavebu-

lia ramdenime sazomi. kerZod: 1. procesze/Sedegze orien-

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tirebuli; 2. dasaqmebulze/samuSaoze orientirebuli; 3.

paroqialuri/profesionaluri; 4. Ria/daxuruli sistema; 5.

susti/Zlieri kontroli; 6. normatiuli/pragmatuli.

g. hofstedem yuradReba miaqcia, rom erTsa da imave

organizaciaSi arsebul realobas sxvadasxva individi

gansxvavebulad aRiqvams. demografiuli maxasiaTeblebi,

rogorebicaa asaki, ganaTleba, sqesi amaSi did rols as-

rulebs, magram, aseve, mniSvnelovania pirovnuli maxasia-

Teblebi. pirovnuli maxasiaTeblebis analizisas ki hof-

stedi e.w. “did xuTeulamde” mivida, rac fsiqologebis

Seswavlis obieqtia da maT mier aris Camoyalibebuli.

aRsaniSnavia, rom hofstedes naSroms araerTi kriti-

kosi hyavs. isini xazs usvamen im aspeqtebs, romlebzec

aRniSnuli gamokvleva ver iZleva saTanado pasuxs.

hofstedem dauSva, rom erTi konkretuli kompaniis

menejerebi mTlianad mocemuli qveynis mosaxleobis war-

moamdgenlebi arian. savsebiT SesaZlebelia, rom kultu-

ruli gansxvavebebi, romelic aRqmuli iyo mocemuli kom-

paniis menejerebis mier, ufro mcire iyos, vidre or qveya-

nas Soris realurad arsebuli gansxvaveba.

fengma (2005) yuradReba miaqcia, rom hofstedis kultu-

ruli ganzomilebani bipolarulia. bipolaruloba niSnavs,

rom es midgoma uSvebs erT an meore ganzomilebas da gamo-

icxavs orives erTdroul arsebobas erTi kulturis SigniT.

sinamdvileSi, kultura mravalwaxnagovania da misi sxvadas-

xva ganzomilebis niSan-Tvisebebi SeiZleba gadaikveTos.

m. sondergaardma Caatara hofstedes analogiuri gamok-

vleva, rom Seedarebina miRebuli Sedegebi. umravles Sem-

TxvevebSi hofstedes daskvnebi dadasturda. mTlianobaSi,

oTxi ganzomilebis mixedviT, (garda individualizmisa), mis-

ma kvlevam igive daskvnebi mogvca, rac hofstedes kvlevam.

b. maksvinis (2002) kritika saerTod uaryofs hofste-

des models da miiCnevs, rom nacionaluri kultura ar

SeiZleba iyos qcevis sistematuri mizezobrivi faqtori.

323

ZiriTadad kritikosebi yuradRebas amaxvileben Sem-

deg SeniSvnebze:

1. gamokiTxvebi ar SeiZleba iyos Sesaferisi meTodi

nacionaluri kulturuli gansxvavebebis Sesaswavlad.

2. qveyana ar aris is erTeuli, romelsac SeiZleba

daveyrdnoT kulturis Seswavlisas.

3. erTi kompaniis Svilobil kompaniebSi Catarebuli

kvleviT SeuZlebelia vimsjeloT mTeli qveynis kulturaze.

4. IBM-is monacemebi moZvelebulia.

5. 4-5 ganzomilebis gamoyofa ar aris sakmarisi.

am SeniSvnebis sapasuxod hofstedes moaqvs Semdegi

argumentebi:

1. gamokiTxvebi, ra Tqma unda, ar aris erTaderTi

gza; (masTan erTad SeiZleba gamoyenebuli iqnes, magali-

Tad, dakvirvebis meTodi);

2. qveynebi (Nation) mosaxerxebelia imisaTvis, rom

kulturaTaSorisi gansxvavebebi SevafasoT anu saerTaSo-

riso doneze SesadarisobisTvis kargi erTeulia;

3. kulturaTaSorisi gansxvavebebis Sesaxeb informa-

ciis misaRebad qveynis mosaxleobidan aRebuli sxva nimu-

Sis gamoyenebac SeiZleba (da ara mxolod romelime kor-

poraciis Svilobili kompaniebis);

4. SerCeuli ganzomilebebi saukuneebis ganmavloba-

Sia Camoyalibebuli. kvleva ganxorcielda or sxvadasxva

periodSi da sabolood gamoyenebul iqna is monacemebi

romelic am periodebisTvis saerTo iyo;

5. Tuki SerCeuli iqneba axali ganzomileba, arse-

bulTagan konceptualurad da statistikurad damoukide-

beli unda iyos. mkvlevarebs amaze SeuZliaT imuSavon.

mkvlevarebi hofstedes modelis erT-erT naklovane-

bad miiCneven imasac, rom mis modelSi ar aris gaTvalis-

winebuli droSi kulturuli gansxvavebebis cvlileba da

aRniSnaven, rom 1970-ian wlebSi ganxorcielebuli kvleva

ver mogvcems realobis saTanado asaxvas, radgan kultu-

ruli Rirebulebebi, da maT Soris isini, romlebic biz-

324

nesTanaa dakavSirebuli, araa statikuri da droTa ganmav-

lobaSi SeiZleba Seicvalos. 2001 wels dasavleT ilinoi-

sis universitetis profesorebma mis modelze dayrdno-

biT Caatares kvleva taivansa da aSS-Si, raTa miRebuli

indeqsebi hofstedes analogiuri maCveneblebisTvis Seeda-

rebinaT. maT hofstedesgan gansxvavebuli daskvnebi mii-

Res. magaliTad, hofstedes kvlevis mixedviT, taivani xa-

siaTdeba Zalauflebrivi distanciis saSualoze maRali

maCvenebliT, xolo aRniSnulma kvlevam aCvena saSualo

maCvenebeli. Sesabamisad, mkvlevarebi askvnian, rom kul-

turuli Rirebulebebi SeiZleba Seicvalos, maSin, roca

ekonomikuri, politikuri da socialuri garemo icvleba.

kritikis miuxedavad, SeiZleba movitanoT argumentebi,

romlebic hofstedes gamokvlevis sasargeblod metyve-

lebs. im periodsiTvis kulturis sfero TiTqmis ar iyo

Seswavlili. aqtiurad mimdinareobda mravalerovnuli

kompaniebis eqspansia da isini eZiebdnen im problemebis

gadaWris gzebs, romlebsac sxvadasxva qveyanis kulturu-

li Taviseburebebis gamo awydebodnen. hofstede am Tval-

sazrisiT pirvel mkvlevarad aris miCneuli da misma naS-

romma, faqtobrivad, katalizatoris roli Seasrula

sxvadasxva socialur mecnierebaSi Semdgomi kvlevebis

warmarTvis TvalsazrisiT.

g. hofstedes modeli gamoyenebulia mravalgvari kon-

teqstiT. marketingSi hofstedis modeli gamoyenebulia

reklamis SeswavlisTvis (Alden, Hoyer, and Lee, 1993; Gregory and

Munch, 1997; Zandpour et al., 1994), globaluri brendingis

strategiisTvis (Roth, 1995), eTikuri gadawyvetilebebis mi-

Rebis analizis dros (Blodgett et al., 2001). hofstedes modeli mravali qveynis kulturis kvleva-

Sia empiriulad Semowmebuli da gvTavazobs ganzogade-

bul CarCos, romlis farglebSic SesaZlebelia kultu-

ris gavlenis Sefaseba.

bulgareTSi 2000-2002 wels Catarda sociologiuri

kvleva saxelwodebiT “organizaciuli kultura bulga-

325

reTSi”, romelic eyrdnoboda hofstedes meTodologias.

hofstedes analogiuri indeqsebis gamoTvlis Sedegad Se-

saZlebeli gaxda bulgareTis Sedareba yvela im danarCe-

ni qveynisTvis, romlebic hofstedem gamoikvlia da Sesa-

bamisi daskvnebi miiRo. am meTodologiam mkvlevarebs Se-

saZlebloba misca, CamoeyalibebinaT rogorc bulgareTis

nacionaluri kulturis, aseve, organizaciuli kulturis

maxasiaTeblebi.

migvaCnia, rom analogiuri gamokvlevis Catareba saqar-

TveloSi mizanSewonili iqneba, radgan qarTuli sociokul-

turis bevri aspeqti jer kidev Seuswavlelia. aRsaniSnavia,

rom arsebuli gamokvlevebi avlens qarTuli nacionaluri

sociokulturis zogad saxes, zogierT niSan-Tvisebas da

garkveulwilad iZleva misi identificirebis SesaZleblo-

bas. aq SeiZleba movitanoT zogierTi mkvlevaris daskvna.

zogadad, gaziarebulia is azri, rom sabWoTa siste-

maSi cxovrebis periodma Tavisi kvali daaCnia qarTul

sociokulturas. cnobilia, rom kolonizebuli xalxebi-

saTvis arsebobs kulturuli centri. saqarTvelos Sem-

TxvevaSi es iyo kolonizatori - ruseTis imperia da meo-

re – dasavluri samyaro da kultura, romelzec mas xe-

li ar miuwvdeboda. kulturuli Rirebulebebis gavrce-

lebis TvalsazrisiT, centrs gaaCnia dominanturi pozi-

cia, xolo kolonizebul qveynebs axsiaTebT erTgvari re-

zistentuli damokidebulebebi kolonizatoris mimarT.

analogiuri ram SeimCneoda qarTvel sazogadoebaSic.

transformaciis amJamindel etpze Tavidan aris Camo-

sayalibebli saxelmwifos forma, socialuri klasebi, sa-

zogadoebrivi cxovrebis yvela dargi. transformaciis

procesebi ekonomikurTan erTad socialur da kultu-

rul sferoebsac moicavs. amitom Tanamedrove, demokrati-

uli sazogadoebisTvis damaxasiaTebeli Rirebulebebi sa-

qarTveloSi gardamaval stadiazea. amis miuxedavad,

mkvlevarebs miaCniT, rom adamianis uflebebi, rogorc

mniSvnelovani Rirebuleba, saqarTveloSi damkvidrebu-

326

lia. sazogadoeba aRiarebs mis mniSvnelobas iseTi insti-

tutebis funqcionirebisTvis, rogorebicaa samarTlebrivi

da ekonomiuri sistemebi, biznesi da saxelmwifo organoe-

bi. Tumca, is ver gadavida ufro maRal stadiaze, rasac

pirovnuli Tavisufleba hqvia (TarxniSvili, 2006).

sazogadoebis Riaobis erT-erTi niSania is, rom gen-

deruli Tanasworobis mimarT dadebiT damokidebulebas

amJRavnebs sazogadoebis TiTqmis naxevari. transformaci-

is procesebidan gamomdinare, saqarTveloSi Rirebulebe-

bis mniSvnelovani nawili tradiciuli saxisaa, xolo na-

wili modernistulsa da post-modernistuls SeiZleba mi-

vakuTvnoT (TarxniSvili, 2006).

sayuradReboa, rom qarTvelebisTvis araa damaxasiaTe-

beli niSan-Tviseba _ araanazRaurebadi saqmianoba, neba-

yoflobiTi organizaciebis wevroba. Sesabamisad, mkvleva-

rebi askvnian, rom qarTul kulturas aqvs partikularu-

li xasiaTi da pirad interesebs prioriteti eniWeba saer-

To sazogadoebriv interesebTan SedarebiT.

l. surmaniZe miiCnevs, rom qarTuli kultura koleq-

tivisturi kulturaa. koleqtivistur sazogadoebebSi Si-

da jgufebis Rirebulebebi SeWrilia cnobierebaSi. mijaW-

vuloba Sida jgufze, orientacia stabilurobasa da uc-

vlelobaze am sazogadoebis niSan-Tvisebaa.

amgvari daskvnebi sayuradReboa, magram isini socio-

kulturis calkeul aspeqts exeba da ver gvaZlevs naciona-

luri kulturis Taviseburebebis Sesaxeb farTo warmodge-

nas, romelic saWiroa saerTaSoriso SesadarisobisTvis da

saqmiani gadawyvetilebebis misaRebad. migvaCnia, rom g. hof-

stedes modelis gamoyeneba saqarTvelos sociokulturuli

garemos kvlevaSi swored am naklovanebas Seavsebs.

kvlevis instrumentad SeiZleba gamoyenebuli iqnes

kiTxvari, romlis Sesadgenad hofstedes Teoria da kul-

turis ganzomilebebi gamoyenebul iqneba, rogorc Teori-

uli baza. am SemTxvevaSi amosavali unda iyos TiToeuli

kulturuli ganzomilebis swori konceptualuri da Sina-

327

arsobrivi gaazreba, rac safuZvlad daedeba Sesabamis

kiTxvars.

magaliTad, cnobilia, rom individualistur sazogado-

ebebSi upiratesoba eniWeba damoukidebel gadawyvetilebebsa

da moqmedebs. individualistebi midrekilni arian imisken,

rom miRebuli gadawyvetileba iyos Sefasebuli TavianTi

sakuTari interesebidan gamomdinare. mis sapirispirod, ko-

leqtivizmis kulturuli msoflmxedvelobis Tanaxmad, Zi-

riTadi roli ekuTvniT jgufebs. individis qceva aseT sa-

zogadoebaSi ganisazRvreba jgufis winaSe pasuxsimgeblo-

biT, jgufis warumateblobas misi yvela wevri aRiqvams

rogorc sakuTari marcxs. am ganzomilebis Siinaarsidan ga-

momdinare, SeiZleba Camoyalibdes amgvari kiTxvebi: ramde-

nad mniSvnelovania TqvenTvis, rom samuSao sakuTari midgo-

mebis gamoyenebis SesaZleblobas gaZlevdeT? xSirad afiqsi-

rebT sakuTar mosazrebebs TanamSromlebTan? ama Tu im amo-

canis Sesrulebisas xSirad moqmedebT damoukideblad miRe-

buli gadawyvetilebis safuZvelze? da sxva.

analogiurad, sxva ganzomilebebis Sinaarsis dawvri-

lebiTi analizis Semdeg SesaZlebelia kiTxvebis formu-

lireba, romelic TiToeuli ganzomilebis mixdeviT mog-

vcems SesaZleblobas, daxasiaTdes qarTveli sazogadoe-

bis sociokulturuli orientacia.


1. TarxniSvili l., saqarTvelo da Tanamedrove Rirebu-

lebebi, qarTveli sazogadoebis Rirebulebebi, fondi

“Ria sazogadoeba – saqarTvelo”, Tb., 2006, gv. 17-27;

2. surmaniZe l., qarTuli kulturis zogierTi orienta-

cia, Tb., 2002;

3. Fang, Tony. 2005. From "Onion" to "Ocean": Paradox and Change in National Cultures. International Studies of Management & Organization, 35(4): 71-90;

328

4. Geert Hofstede, Cultures Consequences: Comparing Values, Institu-tions and organizations Across Nations, Second Edition, Sage Publica-tions, 2001;

5. Geert Hofstede Dimensions do not exist: A reply to Brendan McSweeney Human Relations Volume 55(11), The Tavistock Institute, SAGE Publications London, Thousand Oaks CA, New Delhi;

6. Sondergaard, M. Hofstede's consequences: A study of reviews, citations and replications. Organization Studies 15(3): 1994. 447;

7. Ming-Yi Wu, Western Illinois University Wu Hofstede’s Cultural Dimensions 30 Years Later: A Study of Taiwan and the United States Intercultural Communication Studies XV: 1, 2006.

Lela Jamagidze Georgia. Ivane Javakhishvili Tbilisi State University. Doctor of Economics, Assistant _professor

The Opportunities of Applying G. Hofstede’s Model in the Research of Georgia’s Socio-cultural Environment

Summary The work by G. Hofstede “Cultures Consequences” is the most widely

recognized research on the influence of socio-cultural variables on business and management. The researcher aimed at showing that the value systems of various societies can be organized according to certain dimensions, which are statistically and conceptually independent.

The presented article analyzes the shortcomings and advantages of Hofstede’s research. It is mentioned that his model offers a generalizable framework to assess national culture’s influence on business and ensures international comparability. Therefore, study of Georgia’s national cultural characteristics using Hofstede’s model will enable to assess the differences of Georgian culture from those of 72 countries studied by Hofstede and reveal potential threats and opportunities, which foreign businesses face in Georgia.

329

s a r C e v i

irma bagrationi.......................................................................................................3

sociokulturuli garemos organotropuli

Taviseburebani konstantine kapanelis

filosofiaSi

evgeni baraTaSvili.............................................................................................. 15

kulturebis klasterizacia

evgeni baraTaSvili, revaz gvelesiani ............................................33

biznesgaremos erovnul-kulturuli modelebi

giorgi goroSiZe, n. gilauri ...................................................52 samewarmeo saqmianobis Taviseburebani qarTul

sociokulturul garemoSi

ekaterine gulua .....................................................................................................60

organizaciuli kulturis transformirebis

orientirebi

ireneus T. Ziubeki .................................................................................................81

emigraciisa da imigraciis sociokulturuli

aspeqtebi poloneTSi

soso vardiSvili ...................................................................................................82

sociokulturuli garemo da biznes-menejmentis

Taviseburebebi

daviT vekua, nino faresaSvili...............................................................93

socialuri uzrunvelyofis aqtiuri politikis

regulirebis meqanizmebi saqarTveloSi

SoTa veSapiZe, giorgi nanuaSvili....................................................... 102

saerTaSoriso samewarmeo garemos

krostruqturuli aspeqtebi

330

aleqsandra kacmareki........................................................................................ 113

korporaciis socialuri pasuxismgebloba

poloneTSi XXI saukunis pirveli aTwleulis

perspeqtividan

eduard kavTiZe......................................................................................................... 114

bunebrivi stimulebi da ekonomikis principebi

nato kakaSvili......................................................................................................... 121

sadazRvevo agentisa da sadazRvevo brokeris

fsiqologiuri portreti

murTaz kvirkvaia, vasil kikutaZe........................................................ 129

korporaciuli kulturis roli organizaciis

ganviTarebaSi

larisa kravCenko ................................................................................................... 143

sociokulturuli garemo da yirimis turistul-

rekreaciuli potencialis realizacia (rus. enaze)

eka lekaSvili, nana maisuraZe.................................................................. 152

kulturaTaSorisi komunikacia saerTaSoriso

biznesSi

maia margvelaSvili ...........................................................................................163

turizmis dominanti terminebis aRqmis

mravalferovneba da unifikaciis aucilebloba

ioseb masuraSvili................................................................................................ 174

codnis menejmentis organizaciuli kultura

evrokavSirSi

babulia mRebriSvili ........................................................................................ 185

marketinguli saqmianobis kulturuli safuZvlebi

331

iza naTelauri.......................................................................................................... 191

globalizaciis sociokulturuli garemos

aspeqtebi saqarTveloSi

ia nacvliSvili........................................................................................................211

mewarmeobis potencialis kros-kulturuli

kvlevis zogierTi aspeqti: samewarmeo

ganzraxvebi da mewarmeobisadmi ganwyoba

nino papaCaSvili .....................................................................................................212

rogor gamovikvlioT saerTaSoriso biznesis

sociokulturuli garemo

nugzar paiWaZe...........................................................................................................224

organizaciuli kulturis Taviseburebani

saerTaSoriso biznesSi

eka sefaSvili ............................................................................................................229

biznesis warmateba globalur bazrebze da

faqtorebis mwarmoeblurobis genderuli

aspeqtebi

sofo siWinava ............................................................................................................240

aRmosavleT evropis kulturuli maxasiaTeblebi

daviT sixaruliZe..................................................................................................256

erovnuli kulturis gavlena axali

biznesis formirebaze

leila qadagiSvili.............................................................................................258

organizaciuli kultura da misi ganviTarebis

istoriuli aspeqtebi

giuli qeSelaSvili.............................................................................................266

organizaciuli kultura cvlilebaTa epoqaSi

332

giorgi yifiani..........................................................................................................273

komunitaruli organizaciuli kultura da

efeqturi lideroba saqarTveloSi

SoTa SaburiSvili................................................................................................283

socialuri kapitalis formirebis Taviseburebebi

gardamavali ekonomikis qveynebSi

eka Coxeli..................................................................................................................... 293

erovnuli kulturis gavlena organizaciul

kulturaze

elisabed xaxutaSvili, lia kapanaZe, qeTevan abaSiZe........299

sociokulturuli faqtorebis roli turizmis

sareklamo komunikaciebSi

Tornike xoStaria.................................................................................................315

sareklamo saqmianobis winaRmdegobebi

saerTaSoriso bazrebze

lela jamagiZe ..........................................................................................................316

g. hofstedes modelis gamoyenebis SesaZleblobebi

saqarTvelos sociokulturuli garemos kvlevaSi

333

C o n t e n t s Irma Bagrationi.....................................................................................14 The Organotropic Peculiarities of the Socio-Cultural Environment in Konstantine Kapaneli’s Philosophy Evgeni Baratashvili ...............................................................................32 Clusterization of Cultures Evgeni Baratashvili, Revaz Gvelesiani................................................51 National Cultural Models of Business Environment George Goroshidze, N. Gilauri ...........................................................59 Characteristics of Entrepreneurship in Georgian Socio-cultural Environment Ekaterine Gulua ......................................................................... 65 The Orientations of Organisational Culture Transformation Processes Dr Ireneusz T. Dziubek ........................................................................67 Socio-Cultural Aspects Of Emigration And Migration In Poland Soso Vardishvili.....................................................................................92 Socio-cultural Environment and Peculiarities of Management David Vekua, Nino Paresashvili ..........................................................101 The Effective Mechanisms of Social Protection Policy Regulation in Georgia Shota Veshapidze, George Nanuashvili .............................................106 Cross Cultural Aspects of International Entrepreneurial Environment Aleksandra Kaczmarek ........................................................................107 Corporate Social Responsibility from the Perspective of the First Decade of 21st Century in Poland

334

Edward Kavtidze...................................................................................120 Natural Incentives and Economic Principles Nato Kakashvili .....................................................................................128 The Psychological Portrait of Insurance Agent and Insurance Broker Murtaz Kvirkvaia, Vasil Kikutadze ...................................................142 The Role of Organizational Culture in the Development of Organization Larisa Kravchenko ..............................................................................151 The socio-cultural Environment and realization of Tourism and Recreational Potential of Crimea Eka Lekashvili, Nana Maisuradze.......................................................161 Intercultural Communications in International Business Maya Margvelashvili ............................................................................173 Variety of Perceiving Dominant Tourism Terms and the Importance of Unification Ioseb MasuraSvili..................................................................................184 Organizational Culture of Knowledge Management in EU Babulia Mgebrishvili.............................................................................190 Cultural Foundations of Marketing Activities Iza Natelauri ..........................................................................................199 The Socio-cultural Aspects of Globalization Environment in Georgia Ia Natsvlishvili .......................................................................................200 Some Aspects Of Cross-Cultural Study Of Entrepreneurship Potential: Entrepreneurial Attitudes And Intentions

335

Nino Papachashvili................................................................................222 How the Socio-cultural Environment of International Business Can Be Studied Nugzar Paitchadze ................................................................................228 Peculiarities of Organizational Culture in International Business Eka Sepashvili .......................................................................................239 Success of Business on Global Markets and Gender Aspects of Resource Productivity Sophio Sichinava ...................................................................................249 Cultural Characteristics of Eastern Europe David Sikharulidze................................................................................250 The Impact of National Culture on Formation of New Business Leila Kadagishvili .................................................................................265 Organizational Culture and Historical Aspects of its Development Giuli Keshelashvili ...............................................................................272 Organizational Culture in the Age of Changes George Kipiani ......................................................................................282 Communitarian Culture and Effective Leadership in Georgia Shota Shaburishvili ...............................................................................292 The Peculiarities of Social Capital Formation in Transitional Countries Eka Chokheli .........................................................................................298 The Influence of National Culture on Organizational Culture Elisabet Khakhutashvili, Lia Kapanadze, Ketevan Abashidze .......305 The role of Sociocultural Factors in Tourism Advertising Communications

336

Tornike Khoshtaria...............................................................................306 The aspects and complications of Advertisement on International Markets Lela Jamagidze ......................................................................................328 The Opportunities of Applying G. Hofstede’s Model in the Research of Georgia’s Socio-cultural Environment

337

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